scholarly journals The Paradox of the Global University

Author(s):  
Mitchell L. Stevens ◽  
Sonia Giebel

AbstractNo university of ambition officially claims to be local. Touting international reach and reputation is a nearly essential feature of university strategic planning worldwide. Yet being a global university is paradoxical. Academic institutions historically are servants of particular cities, regions, and nations, and one of their essential functions has been to connect particular places with world affairs. International rankings regimes, the search for tuition revenue among schools in a few large markets, and the remarkable consistency with which nations pursue status through higher education: all of these deepen the implication of universities in the fate and future of particular locales.

2018 ◽  
Vol 34 (3) ◽  
Author(s):  
Pham Thi Tuyet Nhung

The purpose of this study was to explore Vietnamese educators’ perspectives regarding the feasibility of implementing a U.S. Regional Accreditation standard (“Institutional Effectiveness”) in the current Vietnamese higher education accreditation standards. An Institutional Effectiveness (IE) Process (Strategic Planning-Planning and Assessment- Operational Planning) and Assessment Cycle (Program Learning Outcomes-Curriculum Map-Assessment Methods-Data Collection-Actions for Improvement) served as the conceptual framework for this study. The qualitative research design involved interviews with seven Vietnamese educators who work in centers for accreditation and offices of quality assurance in Vietnamese universities. Findings indicated that all participants supported the implementation of an IE standard and Assessment Cycle in Vietnamese higher education accreditation. Findings also stated that currently the IE Process and Assessment Cycle are not fully implemented in Vietnam higher education accreditation. The Vietnamese higher education institutions (HEIs) did not have a supportive culture of strategic planning due to centralized management by the Ministry of Education and Training (MOET). Moreover, most universities were only familiar with the first two steps in the Assessment Cycle. Based on the research findings, recommendations for the implementation of IE process and Assessment Cycle are made for MOET, Centers for Accreditation and Vietnamese HEIs. Keywords Vietnamese Higher Education Accreditation, Institutional Effectiveness, U.S. Regional Accreditation, outcome assessment, accountability and transparency References [1] Hayden M & Lam Q T (2010). Vietnam’s higher Education System. Reforming higher education in Vietnam: Challenges and Priorities. 15-31.[2] Pham, Duy. (2014). Vietnam: New legislation and future possibilities. International Higher Education. 74. 27-28.[3] Nguyen, Kim. D, Oliver, D.E., & Priddy, L.E. (2009). Criteria for accreditation in Vietnam's higher education: Focus on input or outcome? Quality in Higher Education. 15 (1). 123-134.[4] Nguyen, Thi Khanh Trinh (2013). The strengths of Vietnam Higher Education accreditation standards. Conference proceeding on Quality assurance standards for higher education in Vietnam: Implementation issues and solutions. 48-56[5] Nguyen, Huu Cuong, Evers, C & Marshall, C (2017). Accreditation of Viet Nam’s Higher Education: Achievements and Challenges after a Dozen Years of Development. Quality Assurance in Education. 25 (4), 475-488. [6] Center of Educational Accreditation (2014). [The establishment of center of accreditation in VNU-HCM]. Retrieved from http://cea.vnuhcm.edu.vn/quyet-dinh-thanh-lap-trung-tam-kdclgd-dhqg-hcm_p1_1-1_2-1_3-617_4-76_9-2_11-10_12-1_13-11.html[7] Nguyen, Duc Chinh. (2013). The Vietnamese set of quality assurance standards for higher education: Issues and Solutions. Conference proceeding on Quality assurance standards for higher education in Vietnam: Implementation issues and solutions. 91-97. [8] Do, Huong Lan (2013). Mot so de xuat nham hoan thien cac tieu chuan danh gia chat luong giao duc cua truong Dai Hoc Viet Nam tren co so nghien cuu so sanh bo tieu chuan danh gia cua Viet Nam va Lien Bang Nga. Conference proceeding on Quality assurance standards for higher education in Vietnam: Implementation issues and solutions. MOET project. Code: B2012-08-12], 165-178[9] Le, Duc Ngoc & Sai, Cong Hong (2013). Assessing the inappropriateness of the set of quality assurance standards for higher education in Vietnam and the reasons. Conference proceeding on Quality assurance standards for higher education in Vietnam: Implementation issues and solutions. 143-157. [10] Vo, Sy Manh (2013). Some shortcomings in the Vietnam set of quality assurance standards. Conference proceeding on Quality assurance standards for higher education in Vietnam: Implementation issues and solutions. 158-164.[11] Suskie, L. (2009). Assessing student learning. A common sense guide (2nd Ed.). Jossey-Bass: A Wiley Imprint. [12] Eaton, J. (2007). Institutions, accreditors, and the federal government, redefining their “appropriate relationship.” Change, 39(5), 16-23.[13] Suskie, L. (2015). Five dimensions of quality: A common sense guide to accreditation and accountability. Jossey-Bass: A Wiley Brand [14] Gaston, P.L. (2014). Higher education accreditation: How it’s changing, why it must. Sterling, VA: Stylus.[15] Banta, T. W. (2004). Hallmarks of effective outcomes assessment. San Francisco, CA: Jossey-Bass.[16] Anderson, H. M., Moore, D. L., Anaya, G., & Bird, E. (2005). Student learning outcomes assessment: A component of program assessment. American Journal of Pharmaceutical Education, 69(2), 256-268[17] Ewell, P. T. (2009, November). Assessment, accountability, and improvement: Revisiting the tension (NILOA Occasional Paper No.1). Urbana, IL: University of Illinois and Indiana University, National Institute for Learning Outcomes Assessment.[18] Prochnow, M. E. (2011). On reaching proficiency: A case study of outcomes assessment success at a California community college. (Dissertations). California State University, Fresno. (Order No. 3473418). Retrieved from http://search.proquest.com/docview/895096456?accountid=7098. (895096456). [19] Hoefer, M.T. (2015, July). The ABCs of institutional effectiveness. Pre-conference workshop at SACSCOC Summer Institute, Orlando, Florida. [20] Allen, M (2004). Assessing academic programs in higher education. Bolton, MA: Anker Publishing Company, INC.[21] Glesne, C. (2011). Becoming qualitative researchers: An Introduction (4th Ed.). Boston, MA: Allyn & Bacon[22] Merriam, S (1998). Qualitative research and case study applications in education. San Francisco: Jossey-Bass Publications.[23] Grbich, C. (2013). Qualitative data analysis an introduction. Thousand Oaks, CA: Sage Publications VNU-HN- College of Economics, 2017[24] Middaugh, M. F. (2007). Creating a culture of evidence: Academic accountability at the institutional level. New Directions for Higher Education, (140), 15-28. doi:10.1002/he.277[25] Voluntary System of Accountability (VSA). About the VSA. Retrieved from http://www.voluntarysystem.org/[26] Silver, K. (2018). Getting Started with Strategic Planning. HLC Annual Conference. Chicago, Illinois. Retrieved at http://download.hlcommission.org/annualconference/2018/AC18_ProgramBook_INF.pdf[27] Powell, B. and Tedder, W. (2018). Linking Assessment, Planning and Budgeting for Resource Allocation Decisions. HLC Annual Conference. Chicago, Illinois. Retrieved at http://download.hlcommission.org/annualconference/2018/AC18_ProgramBook_INF.pdf    


2019 ◽  
Vol IV (II) ◽  
pp. 43-50
Author(s):  
Fazeelat Noreen ◽  
Bashir Hussain

Globalization and market-based orientation of higher education institutions has increased interest of students, parents, employers, universities, funding agencies, governments, and relevant stakeholders in knowing the rank of their concerned universities at national/global level. This has led to the emergence of several global university ranking systems. Aligned with international trends of ranking, Higher Education of Pakistan [HEC] also initiated ranking of universities at the national level in Pakistan. Subsequently, HEC designed comprehensive ranking criteria for ranking of universities and has implemented it since 2010. This study analyzes the nature of HEC ranking criteria and its constituent indicators from the perspective of global university ranking systems. Using content and thematic analysis, this study found that global university ranking systems mainly focus quality of research and teaching, while HEC additionally focuses effective and efficient use of resources, provision of facilities, social integration, and impact on community development.


2021 ◽  
Vol 9 (07) ◽  
pp. 1791-1805
Author(s):  
Concepta McManus ◽  
Abilio Afonso Baeta Neves ◽  
Cyntia Oliveira ◽  
Henrique De Oliveira Castro

Understanding the current state of the Internationalisation of postgraduate courses in Brazil was essential to serve as a basis for constructing effective policies in funding agencies. It also helps to understand the capacity of the higher education institution to carry out more effective strategic planning and internationalisation plans. This study looks at replies to a Brazilian national funding agency (CAPES) questionnaire on Internationalisation within Higher Education Institutes in Brazil, based on the postgraduate experience. Results showed that Internationalisation is based on mobility with little comprehensive thinking on its role towards academic achievement within the Postgraduate Programs realities, beyond the mobile individual.  English language skills need to be improved. While most institutions have offices that treat this theme, they lack an active engagement with the postgraduate programs and strategic planning, seen as vital for almost all institutions.  Resources are necessary to build infrastructure and capacitate lecturers and staff to this end.


2007 ◽  
Vol 30 (1) ◽  
pp. 4.1-4.21 ◽  
Author(s):  
Jonathan Crichton ◽  
Angela Scarino

The internationalisation of education has become a major focus of international, national and institutional attention, reflected in a substantial and expanding literature on how internationalisation is manifested, how it might be promoted, its implications for areas such as government policy, strategic planning and management, educational quality, student mobility, teaching and learning, and the place of language and culture in teaching and learning. There is also general agreement in the literature on the need for internationalisation to include an ‘intercultural dimension’. In this paper, we examine how we are to understand the ‘intercultural dimension’ in higher education. Our approach is based on an analysis of current constructions of this dimension, to argue that these constructions are neither individually nor in combination capable of meeting the challenge of internationalisation. Drawing on recent studies undertaken at the University of South Australia, we propose culture as ‘intercultural’ as an alternative construction.


Author(s):  
Gray Kochhar-Lindgren

This chapter examines the emergence of the global artistic-entrepreneurial university, the increasing importance of interdisciplinary and innovative pedagogies, and how these new emphases are shaping institutional change. The first section analyzes the global university as an “assemblage,” a process that gathers ideas, materialities, digitized platforms, and human beings into a new form of higher education. Because of the impacts on higher education of the flows of capital, technology, people, and cultural practices in both the “East” and the “West,” this form of the university transcends regional and national boundaries as it builds networks of learning around the world. The second section of the chapter focuses on the increasing importance of interdisciplinarity and developing active and integrative pedagogies organized around fundamental skills and questions. In order to ground the discussion in particular sites, the authors use examples from the University of Hong Kong’s new Core Curriculum and from the University of Washington Bothell’s Discovery Core for first-year students. In the final section, the chapter addresses what the next steps might look like as institutions change themselves to fit a globalized context. This section returns to the idea of the global university as a “hub of an ecology of studio-labs” (Parks, 2005, p. 57) and suggest that the “managerial” university is transitioning into a more flexible model of the “artistic-entrepreneurial” university in order to prosper in an extremely competitive and generative global environment.


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