Strategic International Partnerships

Information about Strategic International Partnerships

Published on March 10, 2008

Author: sanay

Source: authorstream.com

Content

Global Portfolios and Strategic International Partnerships of a Major Research University: A Case Study of the University of Toronto Anatoly Oleksiyenko Ph.D. Candidate, Higher Education Group Ontario Institute for Studies in Education University of Toronto:  Global Portfolios and Strategic International Partnerships of a Major Research University: A Case Study of the University of Toronto Anatoly Oleksiyenko Ph.D. Candidate, Higher Education Group Ontario Institute for Studies in Education University of Toronto OVERVIEW:  OVERVIEW THE CHANGING CONTEXT OF INTERNATIONALIZATION OF HIGHER EDUCATION IN CANADA:  THE CHANGING CONTEXT OF INTERNATIONALIZATION OF HIGHER EDUCATION IN CANADA The decreasing role of a Canadian major research university in international development Accountability frameworks and changes in internationalization of higher education at the turn of the 21st century (1996-2006) Demands of the Changing Global Context for Internationalization of Research World poverty Conflicts and social disruption Environmental degradation Global health THE CHANGING CONTEXT OF INTERNATIONALIZATION OF HIGHER EDUCATION IN CANADA:  THE CHANGING CONTEXT OF INTERNATIONALIZATION OF HIGHER EDUCATION IN CANADA The changing role of government policies and the pursuit of global economy objectives at the turn of the 21st century: Trade National competitiveness Productivity Innovation The changing role of Canadian universities and the shifting emphasis of internationalization of higher education from aid and collaboration to trade and competitiveness THE CHANGING CONTEXT OF INTERNATIONALIZATION OF HIGHER EDUCATION IN CANADA:  THE CHANGING CONTEXT OF INTERNATIONALIZATION OF HIGHER EDUCATION IN CANADA The Canadian university is becoming more interested in: How international strategies are set up on an institutional level How a diversity of individual responses can be consolidated in order to enhance the institutional profile How to communicate its image internationally in order to make the global brand-name fit the interests and needs of various domestic and foreign funding agencies and client groups Interest in a more proactive institutional response is growing The development of institutional global portfolios: To select and manage a limited range of international research and development projects To promote partnerships that enhance international reputation To promote partnerships that can increase revenue generation THE GLOBAL PORTFOLIOS/STRATEGIC PARTNERSHIPS PROBLEM DEFINED:  THE GLOBAL PORTFOLIOS/STRATEGIC PARTNERSHIPS PROBLEM DEFINED What we knew: international collaboration plays an important role in the internationalization of Canadian universities (Knight 1995) the lack of effective government policies and an inability to provide funding for outreach by Canadian universities spearheaded a diversity of entrepreneurial responses supported by funds from individual researchers and private donors (Bond and Lemasson 1999) the marketization of higher education changed the character of research, education, and community relations, and the related frameworks of budgeting and planning for international partnerships (Lang 2002, Jones et. al 2005) strategic planning at universities is a set of thousands of individual research and teaching strategies devised by faculty, which pull the university apart, while pulling it together (Minzberg and Rose 2003) What we didn’t know: whether globalization and interaction with global markets changes the strategy planning process and makes the public university’s response more integrated and focused what are the major challenges that the major research university encounters in developing a focused global response U OF T AS A CASE-STUDY:  U OF T AS A CASE-STUDY UT - Berlin:  UT - Berlin Siena Toronto Centre:  Siena Toronto Centre U of T Hong Kong Foundation:  U of T Hong Kong Foundation U of T International 2005: International Partnerships - Regional Distribution of MOUs:  U of T International 2005: International Partnerships - Regional Distribution of MOUs RESEARCH METHODS:  RESEARCH METHODS FINDINGS: INEVITABILITY OF DECENTRALIZATION:  FINDINGS: INEVITABILITY OF DECENTRALIZATION FINDINGS: INEVITABILITY OF DECENTRALIZATION:  FINDINGS: INEVITABILITY OF DECENTRALIZATION FINDINGS: INEVITABILITY OF DECENTRALIZATION:  FINDINGS: INEVITABILITY OF DECENTRALIZATION FINDINGS: INEVITABILITY OF DECENTRALIZATION:  FINDINGS: INEVITABILITY OF DECENTRALIZATION FINDINGS: CHARACTEROLOGICAL DIVERGENCES:  FINDINGS: CHARACTEROLOGICAL DIVERGENCES FINDINGS: CHARACTEROLOGICAL DIVERGENCES:  FINDINGS: CHARACTEROLOGICAL DIVERGENCES FINDINGS: CHARACTEROLOGICAL DIVERGENCES:  FINDINGS: CHARACTEROLOGICAL DIVERGENCES “Think of a cruise or ocean liner crossing the ocean: the ocean liner has to get from one destination port to another, it has to arrive there, but inside the ocean liner there are all kinds of people running back and forth and shouting and doing all those kinds of things, but from outside, you just see this ocean liner going across and you have no idea of what the hell is going on inside, and that’s the maintenance thing that is going on.” FINDINGS: MOTIVATORS OF INTERNATIONAL PARTNERSHIPS:  FINDINGS: MOTIVATORS OF INTERNATIONAL PARTNERSHIPS FINDINGS: DE-MOTIVATORS OF INTERNATIONAL PARTNERSHIPS:  FINDINGS: DE-MOTIVATORS OF INTERNATIONAL PARTNERSHIPS FINDINGS: CENTRALIZATION OF INTERNATIONAL PARTNERSHIP BUILDING:  FINDINGS: CENTRALIZATION OF INTERNATIONAL PARTNERSHIP BUILDING FINDINGS: DECENTRALIZATION OF INTERNATIONAL PARTNERSHIP BUILDING:  FINDINGS: DECENTRALIZATION OF INTERNATIONAL PARTNERSHIP BUILDING FINDINGS: BENEFITS OF INTERNATIONAL PARTNERSHIPS:  FINDINGS: BENEFITS OF INTERNATIONAL PARTNERSHIPS FINDINGS: COSTS OF INTERNATIONAL PARTNERSHIPS:  FINDINGS: COSTS OF INTERNATIONAL PARTNERSHIPS FINDINGS: GLOBAL PORTFOLIOS:  FINDINGS: GLOBAL PORTFOLIOS FINDINGS: STRATEGIC INTERNATIONAL PARTNERSHIPS:  FINDINGS: STRATEGIC INTERNATIONAL PARTNERSHIPS RECOMMENDATIONS:  RECOMMENDATIONS FOR FURTHER INFORMATION:  FOR FURTHER INFORMATION [email protected]

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