Towards a framework for internationalization among selected Higher Education Institutions (HEIs) in the ASEAN region

• Main Author: Nepomuceno, Lourdes Tanhueco
• Format: text
• Language: English
• Published: Animo Repository 2008
• Subjects: Education, Higher; Educational innovations; Education, Higher > Asia, Southeastern; Educational Leadership; Higher Education
• Online Access: https://animorepository.dlsu.edu.ph/etd_doctoral/232; https://animorepository.dlsu.edu.ph/context/etd_doctoral/article/1231/viewcontent/CDTG004521_P.pdf
• Institution: De La Salle University

The study identified the best practices and/or innovations in managing the growing demand for a greater international perspective at selected HEIs in the ASEAN region. Within case and cross case analyses towards framework building guided the research process. Based upon Knights internationalization cycle (1995) and Knights (2003) remodeled version, the researcher combined qualitative evidence from case studies, interviews, documents, site-visits and direct observation with quantitative data from questionnaires distributed to 270 respondents. Building on the identified variables, a proposed framework for creating a global campus was developed. The study revealed that (1) internationalization is certainly necessary for institutional growth and national economic interests (2) selected HEIs adopted a common rationale for internationalization, A pursuit for excellence and quality education (3) internationalization of selected HEIs was partially demonstrated in terms of the primary functions (teaching, research and services) of higher education. The common strategies among the selected HEIs include: internationalization of curriculum internationalization of teaching and learning use of English in campus and as a medium of instruction and internationalization of research. Findings on factors that partially fostered or impeded the development of selected HEIs internationalization process are: (1) absence of articulated missions, visions, goals and objectives for internationalization. By articulating a bold vision, investing in the vision and sustaining the vision would translate knowledge into action in the real world (2) lack of well defined strategic plans for internationalization (3) limited internal resources: financial resources, human resources, English competence in teaching and learning and inadequate facilities for academic support and (4) lack of a supportive culture at institutional level restricted the promotion of internationalization of selected HEIs. Given the findings, the study proposed a framework for creating a global campus. It illustrates the interaction between and among components of an organization and shows how an HEI typically grows into becoming a full participant in the global arena. Using this model as a touchstone, academic managers can get their bearings when assessing their universitys position and development, and have a tool for planning and plotting future directions and performance. Although this study mainly focused on internationalization at the institutional level, the recommendations pointed out the important roles of the key people at MOET and the central government. These agencies grant autonomy and other policies for internationalization. Although such difficulties were identified in this study, further studies suggested include: (a) impact studies: cost-benefit analyses, (b) comparative studies on the impact of internationalization across national and institutional settings, (c) funding scheme for internationalization, (d) overcoming cultural barriers when engaging in internationalization, and (e) how to balance international cooperation and competitive advantage. Additionally, other possible research topics derived from this study may include in depth investigation into the institutional policies to attract more foreign presence in campus and the like.