The purpose of this paper is to explore the complexity of developing into an international institution from the perspective of higher education leaders through the case…
The purpose of this paper is to explore the complexity of developing into an international institution from the perspective of higher education leaders through the case study of one institution engaged in institutional transformation.
This study employs the qualitative approach and involves in-depth interviews with key institutional managers.
Findings suggest internationalization is a dynamic change process that goes beyond the rational and predictive elements of internationalization and cannot be confined to the rational planning and grand plans solely at institutional level. Reciprocal influence of different levels of analysis – institution, society and the nation – needs to be acknowledged and internationalization efforts need to go beyond the confines of the institution and extend into the society and the nation as a whole.
Internationalization of higher education has been widely examined, but the reciprocal influence of different levels of analysis on the internationalization efforts of higher education institutions is thin to which this paper contributes.
The purpose of the paper is to explore the strategies schools use to build capacity in English secondary schools where they operate under strong pressures to improve…
The purpose of the paper is to explore the strategies schools use to build capacity in English secondary schools where they operate under strong pressures to improve continuously and failure to do so carries severe penalties.
The approach involved in-depth case studies of six schools that utilized multiple sources of evidence. These include policy documents, interviews with multiple actors and observations of key management meetings.
Findings suggest travelling strategies used by schools, but these are implemented with varying intensity, hybridity and creativity. The common travelling strategies re-contextualized in organizational fields are data workmanship, multi-level monitoring, and performance development. For participating schools, successfully replicating these three pillars through identity cloning, an attempt to establish institutional identities identical to that of the “performing schools”, helps lift schools in different contexts.
There has been ample discussion on organizational capacity building, but the evidence on the actual strategies schools use is thin. This paper contributes to knowledge generation and understanding by providing as complete a picture as possible of the strategies schools use while remaining skeptical regarding the long-term consequences of short term “gains”.