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The purpose of this paper is to uncover the basic motivations of the administrators (referred to also as “managers”) to hire foreign-born employees in the academic system, which is relatively ethnically homogenous and where the proficiency in Polish is still a strong asset. By doing this, the authors make an attempt to theorise the value of internationalisation of higher education in the academic peripheries.

This study reports the finding of 20 qualitative interviews with the deans and other senior academic officials serving managerial functions at Polish public and private universities.

The four basic motivations expressed directly by the mangers were (1) the crave for cultural diversity, (2) willingness to “Westernize” the academe, (3) a need for academic achievement and (4) staff shortages. In the discussion, the authors show, however, that the discursive order of these institutional motivations to hire international faculty is incompatible with motivations of international faculty to seek employment in Poland and statistical data regarding their concentration in different academic centres.

The paper tackles crucial issues regarding staffing (including recruitment and retention) and diversity hiring in a country with an “emigration culture”, similar to other East European states, namely a place from which highly skilled workers emigrate. A relocation to Poland is a rather unusual reverse migration, or “stepping down”, to a periphery to use it as a possible stepping stone for career progression.

This study aims to explore what are the past trends in internationalisation of higher education (IoHE) in the country and how India's higher education (HE) internationalisation strategies are aligned to make India a regional education hub and a storehouse of global talent pool.

This paper relies heavily on secondary sources of information. Document analysis and policy reviews to analyse the internationalisation strategies as well as quantitative data analysis to map the trends have been used.

At present, internationalisation in India is lopsided and may become a drain on Indian economy if not balanced soon. India is now focussing to correct its adverse inbound–outbound international student (IS) mobility in order to become attractive for international HE community; India aims to strategically “prepare to host,” which is subject to institutional abilities to implement new schemes and programmes. International credibility of Indian HE rests largely on quality augmentation.

The study is based purely on secondary sources. It would be interesting to augment further with primary-level interactions with both policymakers and practitioners.

It is a mix of academic and non-academic factors leading to improved quality of teaching, learning and competency-building in the higher education institutions (HEIs) rather than financial doles and incentives that should draw international academics to India in order to make the global traffic two way and financially viable for the country. IoHE to become viable and financially sustainable requires more comprehensive institutional efforts and mechanisms to bring in fee-paying ISs, research grants and multinational industry endowments.

With more fee-paying outbound students and more non-fee-paying or highly subsidised inbound student growth, the situation is already critical in terms of financial implications. This can have long-term implications of societal divide arising out of “global academic impoverishment” of majority Indian students unless state-supported assistance to ensure equitable access to international opportunities is provided to the needy students in the country.

This article is an analytical update on India's HE internationalisation and can be a valuable resource for policymakers, analysts as well as researchers.

The purpose of this paper is to analyze the policy trends for the internationalization of higher education in Korea, and suggest a future direction toward the pursuit of Sustainable Development Goals (SDGs).

This paper presents a case study of Korea focusing on its internationalization in higher education. In order to analyze the government policy trends and institutional strategies for internationalization, the relevant literature and documents were analyzed.

The government policy for the internationalization of higher education in Korea has consisted of three stages: first, controlled outbound mobility; second, a major shift and focus on inbound mobility, recently along with intraregional cooperation for both directions of mobility in Asia and third, the beginning of efforts toward the pursuit of the SDGs, which needs to be expanded and systematized further.

This paper shows presents the comprehensive review of internationalization policies in Korean higher education, including the recent programs and changes at both the governmental and institutional levels. There has been a notable lack of discussion on the SDGs in relation to the internationalization of Korean higher education, which is addressed in this paper.

The International Association for Manage‐ment Education (AACSB) historically has been a strong supporter of the business disciplinary communities that have served to create and protect a much narrower definition of faculty qualifications. Research has supported the notion that business schools have often selected and rewarded faculty for their academic credentials and for their ability to conduct empirical research regardless of institutional type. In recent studies following the introduction of the new AACSB stan‐dards, deans surveyed generally anticipate only modest changes in the credentials and research expectations for their faculties. This multiple case study investigated dean and management and marketing chair and faculty perceptions of the potential impact of the new AACSB faculty qualifications standards on hiring, tenure, and promotion criteria at four comprehensive universities. Generally, respondents expected little opportunity for selection, tenure or promotion of faculty with doctorates outside traditional business disciplines and no opportunity for those considered professionally qualified.

This paper highlights the evolvement of international business curricula during the 1990s, with an emphasis on occurrences at IU. Because business students are increasingly entering universities with more international experience and international learning expectations than in the past, business schools must respond with course content changes; however, not all professors feel comfortable in adding substantial international content to their courses. Business schools have responded in three organizational ways – separation, infusion, and diffusion – none of which has been without problems. During the 1990s, IU followed a combination of the first two.

The French higher education system has experienced reforms since the 2000s that gradually emphasized the executive power of universities and the centralization of decision-making. This culminated with the excellence initiatives (Idex) that concentrated 7.7 billion euros on only nine institutions to create “world-class” universities and made their leaders responsible for the local allocation of this substantial endowment. The universities’ executives had four years to complete changes in governance in order to see their institution permanently awarded the title and the funding of Idex. The hiring process is one of the elements that this policy impacted the most within these universities, enabling leaders to create new kinds of positions and control the hiring process. However, by looking at the hiring practices within three different Idex, we will show that collegiality did not disappear but rather it evolved: in the three cases, the closest colleagues have been marginalized but decision-making remained collective and in the hands of academics chosen by the university executives. Variations in the intensity of this evolution could be observed according to two dimensions. First, the scientific reputation of the university: the higher it is, the less collegiality is transformed. Second, the level of external pressures: the less collegial universities have relaxed their hiring practices after the evaluation that permanently granted them the label of Idex.

When developing online programs, institutions have a social responsibility to safeguard academic freedom. In the United States, a perceived lack of career relevance, declining enrollments, and a desire to expand institutional impact have compelled numerous institutions to create online degree programs. The decision to scale some online programs, in collaboration with for-profit online program managers, into enrollments in the thousands is seen by a number of faculty and professional organizations as evidence of the rise of neoliberalism, at the expense of academic freedom and faculty governance.

This chapter begins by setting the context for the discussion of academic freedom and online degree programs. I provide a review of the growth of online degree programs and discuss some of the reasons a campus might choose to take programs online, as some of the reasons reveal tensions impacting academic freedom. I follow with case examples and strategies that may help institutions balance online initiatives with practices that preserve academic freedom and quality. The chapter concludes that the challenges raised should not be framed as “either/or” choices – the examples provided demonstrate that academic freedom can and should be sustained, especially within large programs, regardless of being on-ground or online.

Diversity is a somewhat amorphous concept; however, it is crucial to our growth as a nation, especially the growth and personal development of college and university students. Most college and university campuses are diverse societies, composed of individuals of many ethnicities, religions, ages, sexual identities, and physical abilities. It is not hard to see the diversity on a campus; people of different backgrounds and cultures comprise the vast majority of the campus population. The University Diversity and Inclusion Office commonly has a vice president, an associate provost, or chief diversity officer for diversity who serves as the senior administrative head. This leader has the responsibility to provide educational activities and programs systematically.

This chapter discusses the role that the University Diversity and Inclusion Office plays in educating the campus about global diversity awareness and inclusivity excellence. The chapter outlines a systematic and flexible approach to addressing the demographic shift that is occurring on college and university campuses and how best to deal with campus bias incidents. The components of the University Diversity and Inclusion Office strategic direction are examined with particular attention focused on the role of the office, its leadership, and the mission of the institution. A section on proposed successful campus-wide diversity initiatives is included as examples of an essential endeavor that enhances campus diversity. This organizational structure has won a national (HEED) Higher Education Excellent in Diversity Award.

To disseminate helpful advice to current and future candidates about the accounting academic job market.

Literature review, interviews with recently hired faculty members, insights from the author’s experiences as both job candidates and search committee members, and discussions with colleagues.

In this chapter, we discuss the current state of the job market for accounting professors and offer our insights as well as those from a group of recent graduates. It is our recent experience that many rookie candidates pursue initial faculty positions with an incomplete understanding of many aspects of the market, including how the market clears, job expectations, and other issues that we believe are important. While others have adequately addressed the importance of research in the profession and alluded to some aspects of the market, we provide additional useful information about the market and other career aspects in order to assist new graduates in their quests to find fulfilling appointments. Our chapter complements existing literature to form an updated and more complete picture of the market and profession.

This chapter helps prepare candidates for the job market by providing information and advice that complements advice given in Ph.D. programs and the existing literature.

Candidates entering the job market will better understand the nuances of the market and can make more informed decisions about the institutions that best meet their needs.

The chapter provides important practical advice for job seekers about the accounting academic job market not available elsewhere.