Global Portfolios and Strategic International … International...Global Portfolios and Strategic International Partnerships of ... Ph.D. Candidate, Higher Education Group ... THE

Global Portfolios andGlobal Portfolios andStrategic International Partnerships of Strategic International Partnerships of

a Major Research University: a Major Research University: A Case Study of A Case Study of

the University of Torontothe University of Toronto

Anatoly OleksiyenkoAnatoly Oleksiyenko

Ph.D. Candidate, Higher Education GroupPh.D. Candidate, Higher Education GroupOntario Institute for Studies in EducationOntario Institute for Studies in Education

University of TorontoUniversity of Toronto

OVERVIEWOVERVIEW

The changing context of internationalization The changing context of internationalization of higher education in Canadaof higher education in Canada

The importance of a major research The importance of a major research university in internationalization of research: university in internationalization of research: U of T as a caseU of T as a case--studystudy

International Strategy Framework: Findings International Strategy Framework: Findings and Recommendations and Recommendations

THE CHANGING CONTEXT OF THE CHANGING CONTEXT OF INTERNATIONALIZATION OF HIGHER INTERNATIONALIZATION OF HIGHER EDUCATION IN CANADAEDUCATION IN CANADA

The decreasing role of a Canadian major research The decreasing role of a Canadian major research university in international developmentuniversity in international development

Accountability frameworks and changes in Accountability frameworks and changes in internationalization of higher education at the turn internationalization of higher education at the turn of the 21st century (1996of the 21st century (1996--2006)2006)

Demands of the Changing Global Context for Demands of the Changing Global Context for Internationalization of ResearchInternationalization of Research

World povertyWorld poverty Conflicts and social disruptionConflicts and social disruption Environmental degradationEnvironmental degradation Global healthGlobal health


The changing role of government policies and the pursuit of The changing role of government policies and the pursuit of global economy objectives at the turn of the 21global economy objectives at the turn of the 21stst century:century:

TradeTrade

National competitivenessNational competitiveness

ProductivityProductivity

InnovationInnovation

The changing role of Canadian universities and the shifting The changing role of Canadian universities and the shifting emphasis of internationalization of higher education from aid emphasis of internationalization of higher education from aid and collaboration to trade and competitivenessand collaboration to trade and competitiveness


The Canadian university is becoming more interested in:The Canadian university is becoming more interested in:–– How international strategies are set up on an institutional levelHow international strategies are set up on an institutional level–– How a diversity of individual responses can be consolidated in How a diversity of individual responses can be consolidated in

order to enhance the institutional profileorder to enhance the institutional profile–– How to communicate its image internationally in order to make How to communicate its image internationally in order to make

the global brandthe global brand--name fit the interests and needs of various name fit the interests and needs of various domestic and foreign funding agencies and client groupsdomestic and foreign funding agencies and client groups

Interest in a more proactive institutional response is growingInterest in a more proactive institutional response is growing

The development of institutional global portfolios:The development of institutional global portfolios:–– To select and manage a limited range of international research To select and manage a limited range of international research

and development projectsand development projects–– To promote partnerships that enhance international reputationTo promote partnerships that enhance international reputation–– To promote partnerships that can increase revenue generationTo promote partnerships that can increase revenue generation

THE GLOBAL PORTFOLIOS/STRATEGIC THE GLOBAL PORTFOLIOS/STRATEGIC PARTNERSHIPS PROBLEM DEFINEDPARTNERSHIPS PROBLEM DEFINED

What we knew:What we knew: international collaboration plays an important role in the international collaboration plays an important role in the

internationalization of Canadian universities (Knight 1995)internationalization of Canadian universities (Knight 1995) the lack of effective government policies and an inability to provide the lack of effective government policies and an inability to provide

funding for outreach by Canadian universities spearheaded a funding for outreach by Canadian universities spearheaded a diversity of entrepreneurial responses supported by funds from diversity of entrepreneurial responses supported by funds from individual researchers and private donors (Bond and Lemasson individual researchers and private donors (Bond and Lemasson 1999)1999)

the marketization of higher education changed the character of the marketization of higher education changed the character of research, education, and community relations, and the related research, education, and community relations, and the related frameworks of budgeting and planning for international partnerships frameworks of budgeting and planning for international partnerships (Lang 2002, Jones et. al 2005)(Lang 2002, Jones et. al 2005)

strategic planning at universities is a set of thousands of individual strategic planning at universities is a set of thousands of individual research and teaching strategies devised by faculty, which pull the research and teaching strategies devised by faculty, which pull the university apart, while pulling it together (Minzberg and Rose 2003)university apart, while pulling it together (Minzberg and Rose 2003)

What we didn’t know:What we didn’t know: whether globalization and interaction with global markets changes whether globalization and interaction with global markets changes

the strategy planning process and makes the public university’s the strategy planning process and makes the public university’s response more integrated and focused response more integrated and focused

what are the major challenges that the major research university what are the major challenges that the major research university encounters in developing a focused global responseencounters in developing a focused global response

U OF T AS A CASEU OF T AS A CASE--STUDYSTUDY

Canada’s largest and most research intensive universityCanada’s largest and most research intensive university

Ranking: 1Ranking: 1stst for 13 consecutive years in Canada’s for 13 consecutive years in Canada’s Maclean’s magazine, 24Maclean’s magazine, 24thth among the 500 universities among the 500 universities ranked by Shanghai Jiao Tong University, and 29ranked by Shanghai Jiao Tong University, and 29thth of the of the world’s top 200 universities ranked by the Times Higher world’s top 200 universities ranked by the Times Higher Education Supplement (2005)Education Supplement (2005)

70,000 students and 11,000 faculty and staff in 17 70,000 students and 11,000 faculty and staff in 17 professional divisions, on 3 campuses, with an operating professional divisions, on 3 campuses, with an operating budget of $1.18 Bbudget of $1.18 B

International R&D: out ofInternational R&D: out of $2.2 B total research revenue $2.2 B total research revenue over 1998over 1998--2003 ($440 M annually), $270 M (12%) 2003 ($440 M annually), $270 M (12%) --international research and development ($54 M annually)international research and development ($54 M annually)

UT UT -- BerlinBerlin

Siena Toronto CentreSiena Toronto Centre

U of T Hong Kong FoundationU of T Hong Kong Foundation

U of T International 2005:U of T International 2005:International Partnerships International Partnerships -- Regional Regional Distribution of MOUsDistribution of MOUs

Regions TOTAL

Western Europe 44

Asia 31

Middle East 18

Central and Eastern Europe 10

Australia/ New Zealand 8

Central and South America 7

Africa 3

North America 3

Caribbean 3

TOTAL 127

RESEARCH METHODSRESEARCH METHODS

Context analysis based on literature review, Context analysis based on literature review, archived documents and participant observationarchived documents and participant observation

Content analysis of 50 interviews with Content analysis of 50 interviews with representatives of academic, administrative and representatives of academic, administrative and entrepreneurial units within five selected divisions entrepreneurial units within five selected divisions (Medicine, Engineering, Education, Arts and (Medicine, Engineering, Education, Arts and Science, Scarborough Campus) and central Science, Scarborough Campus) and central administrationadministration

Focus group survey (convergences and Focus group survey (convergences and divergences of opinions across functional and divergences of opinions across functional and disciplinary affiliations)disciplinary affiliations)

FINDINGS: INEVITABILITY OF FINDINGS: INEVITABILITY OF DECENTRALIZATIONDECENTRALIZATION

The major research universityThe major research university inevitably heads towards inevitably heads towards decentralization in the process of building international decentralization in the process of building international strategy and defining its strategic partnerships because strategy and defining its strategic partnerships because

of the following three factors:of the following three factors:

1) 1) systemicsystemic (devolution of powers to the (devolution of powers to the

ground level in the absence of centrally ground level in the absence of centrally coordinated coordinated discretionary funds)discretionary funds)

2) 2) structuralstructural (size and scale of operations, and (size and scale of operations, and differences in environmental conditions); and differences in environmental conditions); and

3) 3) characterologicalcharacterological (research intensiveness, as well (research intensiveness, as well as functional and disciplinary differences).as functional and disciplinary differences).


Systemic:Systemic:–– DDecline of funding for higher education and lack ecline of funding for higher education and lack

of governmental support for internationalizationof governmental support for internationalization

–– LLimited institutional powers to stimulate and imited institutional powers to stimulate and support internationalizationsupport internationalization

–– RResponse to “demand overload” by creating a esponse to “demand overload” by creating a global portfolio (i.e., a selected list of initiatives global portfolio (i.e., a selected list of initiatives that promise to provide the highest return on that promise to provide the highest return on investment or which are considered as being investment or which are considered as being politically or institutionally significant), politically or institutionally significant),

–– DDevolution of powers to the ground level in the evolution of powers to the ground level in the absence of centrally coordinated discretionary absence of centrally coordinated discretionary fundsfunds

–– PPursuit of entrepreneurial solutionsursuit of entrepreneurial solutions


Structural:Structural:

SSheer size and inherent disciplinary disparity heer size and inherent disciplinary disparity

AAcademic divisionscademic divisions are driven by differing are driven by differing environmental conditions environmental conditions

DDivisional relations with donors differ ivisional relations with donors differ

IInterdisciplinary or collaborative coherence is nterdisciplinary or collaborative coherence is frequently coincidentalfrequently coincidental


Characterological:Characterological: RResearch intensivenessesearch intensiveness

CCardinal differences in how international ardinal differences in how international strategies and strategic partnerships are strategies and strategic partnerships are interpreted by:interpreted by:

“academic heartland”“academic heartland”

“steering core”“steering core”

“developmental periphery”“developmental periphery”

DDespite the entrepreneurial character of espite the entrepreneurial character of internationalization, the MRU exhibits very little internationalization, the MRU exhibits very little cohesion among the critical elements of the cohesion among the critical elements of the entrepreneurial framework, as defined by Clark entrepreneurial framework, as defined by Clark (1997)(1997)

FINDINGS: CHARACTEROLOGICAL FINDINGS: CHARACTEROLOGICAL DIVERGENCESDIVERGENCES

“ACADEMIC HEARTLAND”“ACADEMIC HEARTLAND”

A roundA round--table modeltable model

““You really need, if you are going to You really need, if you are going to have a dramatic interchange of ideas, have a dramatic interchange of ideas, people sitting around a desk or a table people sitting around a desk or a table together, or going out in the evening together, or going out in the evening with a bottle of wine to dinner, talking with a bottle of wine to dinner, talking about their enthusiasms, showing their about their enthusiasms, showing their enthusiasms. It’s not just exchange of enthusiasms. It’s not just exchange of information, structures. It’s actually information, structures. It’s actually the chemistry of people who provide the chemistry of people who provide the energy, become the motor force the energy, become the motor force for these sorts of things. But strategic for these sorts of things. But strategic connections are important because, to connections are important because, to some extent, those are the links, some extent, those are the links, those are the instruments of those are the instruments of intellectual mediation.” intellectual mediation.”


“STEERING CORE” “STEERING CORE”

A model of “volcanic eruptions”A model of “volcanic eruptions”

““the lava masses [are] rolling down the lava masses [are] rolling down the mountain”, making “indentation[s], the mountain”, making “indentation[s], where [there] was nothing before, and where [there] was nothing before, and other areas [are] roll[ing] off into the other areas [are] roll[ing] off into the sea”… “a constant shiftingsea”… “a constant shifting”… “”… “Maybe Maybe the image of the volcano is the image of the volcano is destructive, but I think what is correct destructive, but I think what is correct is that there is a lot of energy there, a is that there is a lot of energy there, a lot of drive to implement change, to lot of drive to implement change, to think how to make it work.”think how to make it work.”


“DEVELOPMENTAL PERIPHERY” “DEVELOPMENTAL PERIPHERY”

A model of a modern vehicleA model of a modern vehicle

A craft “A craft “that’s going on its path and there that’s going on its path and there are asteroids that hit it all the time, trying to are asteroids that hit it all the time, trying to divert it off course and you need to keep it divert it off course and you need to keep it going in a fixed orbit, to give it the reality.” going in a fixed orbit, to give it the reality.”

“Think of a cruise or ocean liner crossing “Think of a cruise or ocean liner crossing the ocean: the ocean liner has to get from the ocean: the ocean liner has to get from one destination port to another, it has to one destination port to another, it has to arrive there, but inside the ocean liner arrive there, but inside the ocean liner there are all kinds of people running back there are all kinds of people running back and forth and shouting and doing all those and forth and shouting and doing all those kinds of things, but from outside, you just kinds of things, but from outside, you just see this ocean liner going across and you see this ocean liner going across and you have no idea of what the hell is going on have no idea of what the hell is going on inside, and that’s the maintenance thing inside, and that’s the maintenance thing that is going on.”that is going on.”

FINDINGS: MOTIVATORS OF FINDINGS: MOTIVATORS OF INTERNATIONAL PARTNERSHIPSINTERNATIONAL PARTNERSHIPS

1.1. Individual researchers’ interests Individual researchers’ interests 6.76.7

2.2. Research opportunities Research opportunities 5.75.7

3.3. Students’ demand for international experienceStudents’ demand for international experience 5.65.6

4.4. Trustful colleagues at partner institutionsTrustful colleagues at partner institutions 5.55.5

5.5. Interdisciplinary researchInterdisciplinary research 5.45.4

6.6. “Moral imperative”“Moral imperative” 5.35.3

7.7. “Developmental periphery”“Developmental periphery” 5.35.3

8.8. Divisional strategy and coordinationDivisional strategy and coordination 5.15.1

9.9. Opportunities to obtain resourcesOpportunities to obtain resources 5.15.1

10.10. Prestige of international collaborationPrestige of international collaboration 5.05.0

11.11. Opportunities to manifest Canadian leadershipOpportunities to manifest Canadian leadership 4.94.9

12.12. Multinational corporations’ interestsMultinational corporations’ interests 4.74.7

13.13. Multinational fabric of TorontoMultinational fabric of Toronto 4.74.7

14.14. Donor groups’ interestsDonor groups’ interests 4.54.5

15.15. UniversityUniversity--wide (institutional strategy)wide (institutional strategy) 4.54.5

16.16. Funding agencies requirementsFunding agencies requirements 4.44.4

17.17. External reviewers recommendationsExternal reviewers recommendations 4.04.0

FINDINGS: DEFINDINGS: DE--MOTIVATORS OF MOTIVATORS OF INTERNATIONAL PARTNERSHIPSINTERNATIONAL PARTNERSHIPS

1.1. Lack of federal and provincial fundingLack of federal and provincial funding 6.06.0

2.2. Absence of proper administrative and budgetary mechanisms Absence of proper administrative and budgetary mechanisms 5.65.6

3.3. Extremely labour intensive processesExtremely labour intensive processes 5.55.5

4.4. Lack of political support from university authoritiesLack of political support from university authorities 5.55.5

5.5. Changes and disruptions at partner institutions 5.3Changes and disruptions at partner institutions 5.3

6.6. Imbalance of “importImbalance of “import--export” in exchange programs 4.9export” in exchange programs 4.9

7.7. Rules and regulations of professional bodiesRules and regulations of professional bodies 4.64.6

8.8. Lack of equivalent programs abroadLack of equivalent programs abroad 4.64.6

9.9. Responsibilities before Canadian taxResponsibilities before Canadian tax--payerspayers 4.04.0

FINDINGS: CENTRALIZATION OF FINDINGS: CENTRALIZATION OF INTERNATIONAL PARTNERSHIP INTERNATIONAL PARTNERSHIP BUILDINGBUILDING

1.1. InstitutionInstitution--toto--institution partnership arrangementsinstitution partnership arrangements 5.35.3

2.2. Donor relationsDonor relations 5.35.3

3.3. HighHigh--profile international delegation visits 5.1profile international delegation visits 5.1

4.4. Work with studentsWork with students 5.05.0

5.5. BrandBrand--name building and advancementname building and advancement 5.05.0

6.6. Research contract negotiation processesResearch contract negotiation processes 4.74.7

7.7. Complexity of interComplexity of inter--institutional agreementsinstitutional agreements 4.74.7

8.8. Academic standardsAcademic standards 4.64.6

9.9. InterdisciplinarityInterdisciplinarity 4.44.4

10.10. Accountability frameworksAccountability frameworks 4.34.3

11.11. Vested interestsVested interests 4.34.3

FINDINGS: DECENTRALIZATION OF FINDINGS: DECENTRALIZATION OF INTERNATIONAL PARTNERSHIP INTERNATIONAL PARTNERSHIP BUILDINGBUILDING

1.1. Quality of client relationsQuality of client relations 5.75.7

2.2. Faculty leadershipFaculty leadership 5.75.7

3.3. Academic freedomAcademic freedom 5.65.6

4.4. ProjectProject--toto--project relationshipsproject relationships 5.65.6

5.5. Innovativeness of research and scholarshipInnovativeness of research and scholarship 5.35.3

6.6. Accessibility of servicesAccessibility of services 5.05.0

7.7. Expectation for better responsiveness to marketsExpectation for better responsiveness to markets 5.05.0

8.8. Expectation for more responsible management 4.7Expectation for more responsible management 4.7

9.9. The need to advance structural identityThe need to advance structural identity 4.24.2

FINDINGS: BENEFITS OF FINDINGS: BENEFITS OF INTERNATIONAL PARTNERSHIPSINTERNATIONAL PARTNERSHIPS

1.1. Enhanced institutional reputation and profile abroadEnhanced institutional reputation and profile abroad 6.56.5

2.2. Increased networking opportunitiesIncreased networking opportunities 6.26.2

3.3. Enhanced personal research profilesEnhanced personal research profiles 6.26.2

4.4. Improved quality of curricula and student experienceImproved quality of curricula and student experience 6.26.2

5.5. Opening of new channels for exchangeOpening of new channels for exchange 6.06.0

6.6. Creating a more responsive and responsible public university 6.0Creating a more responsive and responsible public university 6.0

7.7. Attracting good exchange studentsAttracting good exchange students 5.95.9

8.8. Creating new forms of knowledge productionCreating new forms of knowledge production 5.65.6

9.9. Spearheading innovative R&D ideasSpearheading innovative R&D ideas 5.65.6

10.10. Creating opportunities for student employmentCreating opportunities for student employment 5.65.6

11.11. Improving institutional knowledge about new marketsImproving institutional knowledge about new markets 5.35.3

12.12. Increased revenue generationIncreased revenue generation 5.35.3

13.13. Improved capacity to evaluate funding environmentsImproved capacity to evaluate funding environments 5.05.0

14.14. Ability to pool resources and create costAbility to pool resources and create cost--effective responses 4.0effective responses 4.0

FINDINGS: COSTS OF FINDINGS: COSTS OF INTERNATIONAL PARTNERSHIPSINTERNATIONAL PARTNERSHIPS

1.1. Require additional human resourcesRequire additional human resources 5.15.1

2.2. Trigger opportunity costsTrigger opportunity costs 4.74.7

3.3. Overload academic and admin. units with new demandsOverload academic and admin. units with new demands 4.54.5

4.4. Produce liability issuesProduce liability issues 4.44.4

5.5. Cause academic process disruptions while faculty travelCause academic process disruptions while faculty travel 3.63.6

6.6. Raise expectations about admin. servicesRaise expectations about admin. services 3.43.4

7.7. Create conflicts of interestsCreate conflicts of interests 3.33.3

8.8. Instigate interInstigate inter--divisional conflictsdivisional conflicts 3.33.3

9.9. Negative implications on the university’s brandNegative implications on the university’s brand--name name

caused by disruptions in politically and economically caused by disruptions in politically and economically

unstable regions unstable regions 2.9 2.9

FINDINGS: GLOBAL PORTFOLIOSFINDINGS: GLOBAL PORTFOLIOS

Global portfolios:Global portfolios:

–– ““steering coresteering core”: from broad policy statements, to ”: from broad policy statements, to selection of international initiatives based on political selection of international initiatives based on political rather than economic or financial criteria, to failed toprather than economic or financial criteria, to failed top--down integrative initiativesdown integrative initiatives

–– ““developmental peripherydevelopmental periphery”: market”: market--oriented and oriented and revenuerevenue--generating sets of strategic initiativesgenerating sets of strategic initiatives

–– ““academic heartlandacademic heartland”: although successful initiatives ”: although successful initiatives evolve and are developed at this level, management fads evolve and are developed at this level, management fads are largely ignored and derided; portfolios are randomly are largely ignored and derided; portfolios are randomly used by entrepreneurial facultyused by entrepreneurial faculty

Dichotomy between the high level aspirational Dichotomy between the high level aspirational institutional story and the grassroots level empirical institutional story and the grassroots level empirical storystory

Focus on individual performersFocus on individual performers

FINDINGS: STRATEGIC FINDINGS: STRATEGIC INTERNATIONAL PARTNERSHIPSINTERNATIONAL PARTNERSHIPS

Strategic international partnerships:Strategic international partnerships:

–– Based on trusting personal relationships among individual Based on trusting personal relationships among individual researchers pursuing collaboration, which receives researchers pursuing collaboration, which receives political support and resources in the home institution, as political support and resources in the home institution, as well as financial support from national and international well as financial support from national and international funding agenciesfunding agencies

Successful partnerships begin at the grassroots level, Successful partnerships begin at the grassroots level, and central plans and strategies are often ignored as and central plans and strategies are often ignored as ineffectual ineffectual

Despite the perception that “academic capitalism” Despite the perception that “academic capitalism” creates pressures for marketization of international creates pressures for marketization of international strategies, the Canadian practice of internationalization strategies, the Canadian practice of internationalization revolves around the concept of “social revolves around the concept of “social entrepreneurship” with an emphasis on individuationentrepreneurship” with an emphasis on individuation

RECOMMENDATIONSRECOMMENDATIONS

AAcknowledge that government funding is crucial cknowledge that government funding is crucial for promoting internationalization of universities for promoting internationalization of universities (work with government, public and individual (work with government, public and individual stakeholders)stakeholders)

RRecognize the difference between ecognize the difference between the high level the high level aspirational institutional story and the grassroots aspirational institutional story and the grassroots level empirical storylevel empirical story

EEmpower individual performers for championing mpower individual performers for championing strategic initiativesstrategic initiatives

SStudy carefully and continuously the grassroots tudy carefully and continuously the grassroots success and failure storiessuccess and failure stories

EEngage the grassroots successes in exchange of ngage the grassroots successes in exchange of ideas and planningideas and planning

LLearn how to lead and follow at the same time earn how to lead and follow at the same time (think of dance as a model)(think of dance as a model)

CCommit to mutual evaluation and periodical ommit to mutual evaluation and periodical adjustments to make decentralization work adjustments to make decentralization work effectivelyeffectively

FOR FURTHER INFORMATIONFOR FURTHER INFORMATION

Anatoly OleksiyenkoAnatoly Oleksiyenko

Higher Education GroupHigher Education Group

OISE, University of TorontoOISE, University of Toronto

[email protected]@utoronto.ca

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Global Portfolios and Strategic International … International...Global Portfolios and Strategic International Partnerships of ... Ph.D. Candidate, Higher Education Group ... THE