Internationalisation in Management Higher Education & Management Internationalisation Dr. Christophe Terrasse Director, Project Department, EFMD IRIS national Conference Tel Aviv, 11 March 2015 Project number 530315-TEMPUS-1-2012-1-IL-TEMPUS-JPGR This project has been funded with support from the European Commission. This publication [communication] reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
Presentation outline Internationalisation in Management Education A long standing tradition that still evolves What does internationalisation mean? Where can we see it? How to measure it? Implementing an internationalisation strategy Issues and challenges Round table discussion
What is EFMD? An international, not-for-profit, institutional membership organisation of business schools and corporations, based in Brussels, Belgium, with offices in Geneva, HK and Miami Members from academia, business, public service and consultancy Bridge between the corporate and management education worlds www.efmd.org
EFMD Membership Worldwide TOTAL 840 MEMBERS www.efmd.org
EFMD Project Department
EFMD Projects Department domains
EFMD Projects Department Capacity Building
Internationalisation in Management A fairly old trend: Discipline specificity Education Needs of international business In Europe, the Bologna process as an accelerating factor Management has been considered from the start as an International discipline Many of the HEI in management are private or semi-private institutions
Students Internationalisation is a demand from all actors 68% of respondents students are interested in studying abroad Companies 89% of all managers agree that a good business education must develop understanding of business in different parts of the world
Internationalisation is a demand from all actors Schools and universities: attraction of higher fees for international students revenue generating offshore operations franchising targeting programmes at lucrative markets (such as MBA in China) Internationalisation is an essential part of their brand attraction (internationalization as a market differenciator) And as a way of improving their position in the rankings
A wide scope of internationalisation strategies International schools such as INSEAD International programmes (jointprogrammes): Trium MBA (HEC), CEMS International Campuses ESSEC (F), INSEAD, some Indian schools, but also CEIBS (PRC)
But what is really internationalisation? What do we see? Where do we see it?
Recent evolution From What the school can get Originally internationalization was essentially either attracting international students (passport covers counting) and/or building strong international academic networks (research) To What the School can be internationalization as a culture that will drive every aspect of the school s activities Also what is preconized by the main accreditation agencies (EFMD, AMBA and AACSB)
So What does it mean for a school to be international? A wide range of indicators: Coherent Strategy Faculty (Int l Mix, Int l Experience, Int l Exposure) Research (Int l Refereed Journals, Int l Conferences) Students ( Int l Mix, Degree-taking, Exchange, Placement) Programmes (Content, Perspective, Joint Degrees) Partnerships (Strategic Alliances, Exchange Networks) Executive Education and Corporate Links Services (Marketing, Int l Office, Administration) Governance (Advisory Boards) General Culture, incl. Language Skills Alumni
Students Main Criteria Percentage of non-national students admitted to take the degree Number of incoming and outgoing exchange students Diversity of the student mix on the home campus Language skills International reach of the Alumni network Student employment record Number of students entering the job market outside of the home country
Core Faculty Increase the number of non-nationals on the faculty International exposure of the faculty members Ph.D from another country Experience abroad Increase the ability to teach in English Increase the flow of visiting professors Encourage international mobility Encourage international conference attendance and research Introduce sabbaticals
Research Main Criteria The School s international research reputation A critical mass of faculty members able to conduct research and publish in English Involvement in international research projects Existence of policies and processes to support faculty members in their research efforts
Administration Main Criteria Existence of an International 0ffice Ability to manage offshore operations Ability of the key admin staff to communicate in English Campus environment friendly to international students Internationally oriented Admissions Office Internationally oriented Careers Service Effective marketing and public relations service
Internationalisation: Governance Support from the School s Tutelary Authority and Major Stakeholders Presence of international members on the School s Governing Body Existence of an International Advisory Board
Programmes Main criteria: Provide an understanding of business that will allow graduates to work in an international environment Content Case studies International textbooks International guest speakers
Graduates and Alumni Working in an international setting? Either internationally Or in international companies at home Does the school monitor where the graduates are employed? The international nature if their employment?
Developping an internationalisation strategy Challenges and issues How to proceed?
Private universities and Schools Weaknesses Fewer PhDs. Lower focus on research Strengths Teaching quality and relevance Students centered More open to internationalisation More open to Companies More flexibility and proneness to change
(European) Public universities Highly qualified Faculty Rigid national systems Qualifications, training, recruiting of faculty Lack of autonomy to define & implement the internationalisation strategy Lack of resources for innovation, internationalisation, creation of international programmes.
Different challenges Public Universities and Schools Maintain academic dimension and keep their values, while developing internationally? How to be more autonomous to recruit faculty and students? Private institutions How to strengthen their academic dimension? How to reposition themselves on the international market?
Consequences on the Faculty Increased requirements in terms of qualifications and competences Diversity of profiles Diversity of missions How to stimulate the evolution of the existing faculty? How to redefine the faculty? Core Faculty Participating Faculty Supporting Faculty Tenure Non-tenure Multiple contracts
Faculty challenges Increase both the size and the qualification of the faculty Increased competition to recruit international faculty members Increased financial investments Decrease of teaching outputs to strengthen international research. How to conciliate faculty consistency withits increased diversity
Contrasted situations: USA vs. Europe USA Standardised market Slow evolution towards internationalisation Ph.D shortage Huge salary inflation Non-tenure tracks development Europe National systems fragmentation No acute shortage Regulated access to the profession Need for an open market Problem of Ph.D. in terms of skills and competences
Defining an International Strategy
Defining the Internationalisation Strategy Define target markets Regions Countries Students Define the programme portfolio Profile of the core faculty Strategic Alliances Marketing Governance/Management Align with overall strategy Align with internal resources Identify the competition In what segments are we competing? Whom are we competing against? What are we competing for? Students, Professors, Exec Ed Contracts, Strategic Alliances, Brand Recognition
Overall Strategic Positioning Who are you? Where are you? Where do you want to go? 1. Essentially Local 2. Middle-ranking National School 3. Strong National Positioning with European/Regional Outreach 4. National Champion with European and Global Outreach 5. Global School
Programme Segmentation Bachelors PRE-EXPERIENCE Usually 3 years Masters in Management (Bologna market) 1 or 2 years General Management 1-year Specialised Masters POST-EXPERIENCE Specialised Masters MBA Full-time, Part-time, Executive MBA/MBA Executive Education Open Programmes Customised Programmes
National European/Reg Global Bachelors Masters in Mgt Specialised Masters (Pre) Specialised Masters (Post) MBA FT EMBA Executive Education
Implementing the Strategy Translation of the overall vision and strategic intent into an action plan with precise goals and timeframe Establishment of structures, policies and processes to manage the internationalisation strategy Clear attribution of functions, roles and responsibilities
Globalisation Challenges for European Business Schools Positioning on the new European & regional market Positioning on the global market Increased competition both nationally and internationally Branding imperative Strategic management of business schools has become a crucial requirement Programme portfolio management