Leadership Foundation

Internationalisation

The following research projects and stimulus papers have been commissioned:

• Ethical considerations in the use of agents when recruiting international students
• Humanities Leadership in the European Research Area
• Challenges for the leadership of transnational education (TNE) in higher education: balancing risk and innovation

Ethical considerations in the use of agents when recruiting international students
Graham Galbraith, University of Hertfordshire
Stimulus Paper, March 2013

Aims are to survey Directors of International Strategies to gain an insight into their use of agents; through the use of official reports, publications and interviews with international contacts, research the use of agents outside of the UK and investigate how other industries (ie insurance) deal with the ethical risks and the regulatory frameworks and code of conducts that these professions have devised to ensure the best interests of their consumers are served.

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Humanities Leadership in the European Research Area
Professor Shearer West, University of Oxford
Stimulus Paper, April 2013

This stimulus paper will:

1. Provide a context for the humanities research landscape in the European research area, reinforcing the significance of Europe for humanities research;
2. Outline the challenges and opportunities;
3. Pose the leadership challenges;
4. Make some recommendations for the leadership qualities required to begin to tackle those challenges.

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Challenges for the leadership of transnational education (TNE) in higher education: balancing risk and innovation
Professor Vincent Emery, Pro Vice-Chancellor (International Relations), University of Surrey and
Professor Michael Worton, Vice-Provost (International), University College London
Stimulus Paper, July 2013

The paper will address key aspects in the challenges facing senior management within UK Universities in the following areas:

• Ensuring that TNE opportunities have strategic alignment with the University
• The implications of TNE activities for senior leaders in finance, quality assurance and human resources
• How to address potential risk aversion to TNE developments within the senior management team
• Managing relationships with partners involved in TNE activities
• Communicating strategic developments between the central University and its TNE operations
• Ensuring that international operations have buy-in from University Council members
• Defining the criteria that need to be considered for expanding or developing new TNE activities
• Aligning TNE developments with internal and external stakeholder expectations

The article will draw upon the personal experiences of the authors as they have faced the challenges above in creating small postgraduate focused campus developments (UCL) and larger undergraduate and postgraduate campuses (Surrey). It is anticipated that by drawing upon their own experiences and combining those with other experiences within the HE sector both in the UK and more globally a series of “best practice” guidelines can be developed which will help inform senior leaders in their choices and decisions with respect to TNE activities.

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For further details about the projects contact:
Eleni Stamou, Research Manager
T: 020 3468 4829