TY - JOUR
T1 - When Internationalization Funding Feels Tight
T2 - Satisfaction With Funding and Campus Internationalization Strategies
AU - Glass, Chris R.
AU - Lee, Jenny J.
N1 - Publisher Copyright:
© 2018 European Association for International Education.
PY - 2018/9/1
Y1 - 2018/9/1
N2 - This study investigated predictors of satisfaction with an institution’s strategy for campus internationalization among international affairs staff (N = 1,520) and compared the varying perceptions of their institution’s funding to fulfill this mandate. This study identified factors that influenced these individuals’ sense of their institution’s internationalization strategy. Among international affairs staff who were most dissatisfied with their institution’s funding, satisfaction with how their institution managed the outsourcing of university functions, and perceived competition with other universities most influenced their perceptions of strategy. For those moderately satisfied with funding, retention of senior university leadership most influenced their perceptions of strategy. Support from senior administration, communication with faculty, and capacity to support increased student enrollment influenced perceptions of strategy for all respondents. The results of this study suggest the negotiation of the educational and entrepreneurial rationales for internationalization are far more complex—and dependent on far more factors—at institutions where international affairs staff perceive fewer human and financial resources to be available.
AB - This study investigated predictors of satisfaction with an institution’s strategy for campus internationalization among international affairs staff (N = 1,520) and compared the varying perceptions of their institution’s funding to fulfill this mandate. This study identified factors that influenced these individuals’ sense of their institution’s internationalization strategy. Among international affairs staff who were most dissatisfied with their institution’s funding, satisfaction with how their institution managed the outsourcing of university functions, and perceived competition with other universities most influenced their perceptions of strategy. For those moderately satisfied with funding, retention of senior university leadership most influenced their perceptions of strategy. Support from senior administration, communication with faculty, and capacity to support increased student enrollment influenced perceptions of strategy for all respondents. The results of this study suggest the negotiation of the educational and entrepreneurial rationales for internationalization are far more complex—and dependent on far more factors—at institutions where international affairs staff perceive fewer human and financial resources to be available.
KW - comprehensive internationalization
KW - globalization and international higher education
KW - internationalization of higher education
KW - strategic institutional management of internationalization
KW - university staff satisfaction
UR - http://www.scopus.com/inward/record.url?scp=85046734328&partnerID=8YFLogxK
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U2 - 10.1177/1028315318773146
DO - 10.1177/1028315318773146
M3 - Article
AN - SCOPUS:85046734328
SN - 1028-3153
VL - 22
SP - 302
EP - 316
JO - Journal of Studies in International Education
JF - Journal of Studies in International Education
IS - 4
ER -