Diverysity in Korean Universities through Internationalization Strategies and Practices
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This study investigates the current practices of internationalization at universities in Korea. It seeks to describe how and why the universities began internationalizing their campuses, and what strategies and programs they have implemented. The examination of the rationales for internationalization, how the process is displayed, and what the results were after internationalization is operationalized by two data-gathering processes. The first includes interviews conducted with presidents, senior and middle level administrators, and staff – the key persons responsible for implementing the university’s internationalization strategy. The second is a review of quantitative data – the number of international faculty and students, number of students who were engaged in international academic programs, and number of courses offered in English – based on the government’s information disclosure system for the university and a newspaper’s university evaluation and ranking information. Findings from the study revealed the President’s vision and support are crucial as an input for internationalizing the campus. While Knight (2007) only described presidential leadership as one of the factors under governance within the organizational strategy, in the Korean context the findings from the cases in this study suggest adding presidential leadership as a separate strategy from the organizational one. International activities, programs, and strategies as a process of internationalization are on-going phenomena and continue to evolve from outbound-oriented exchange student programs to assisting developing countries, all of which have been influenced by external incidents such as Korea becoming an OECD member. The study recommends that a university can be transformed or developed so long as the appropriate leadership has been placed into the organization. Building a strong culture at the university is dependent on how long the president can lead the organization and whether the president started the strategy during the university’s nascent stages or initiated them in the middle stages of the university’s history.
Abstract
This study investigates the current practices of internationalization at universities in Korea. It seeks to describe how and why the universities began internationalizing their campuses, and what strategies and programs they have implemented. The examination of the rationales for internationalization, how the process is displayed, and what the results were after internationalization is operationalized by two data-gathering processes. The first includes interviews conducted with presidents, senior and middle level administrators, and staff – the key persons responsible for implementing the university’s internationalization strategy. The second is a review of quantitative data – the number of international faculty and students, number of students who were engaged in international academic programs, and number of courses offered in English – based on the government’s information disclosure system for the university and a newspaper’s university evaluation and ranking information. Findings from the study revealed the President’s vision and support are crucial as an input for internationalizing the campus. While Knight (2007) only described presidential leadership as one of the factors under governance within the organizational strategy, in the Korean context the findings from the cases in this study suggest adding presidential leadership as a separate strategy from the organizational one. International activities, programs, and strategies as a process of internationalization are on-going phenomena and continue to evolve from outbound-oriented exchange student programs to assisting developing countries, all of which have been influenced by external incidents such as Korea becoming an OECD member. The study recommends that a university can be transformed or developed so long as the appropriate leadership has been placed into the organization. Building a strong culture at the university is dependent on how long the president can lead the organization and whether the president started the strategy during the university’s nascent stages or initiated them in the middle stages of the university’s history.
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