Nurturing lifelong learning in communities through the National University of Lesotho: prospects and challenges

This paper analyses one aspect of a pan-African action research project called ITMUA (Implementing the Third Mission of Universities in Africa). This particular paper draws on the data from that project to explore the National University of Lesotho’s contribution to lifelong learning in its communities. It provides background information on the ITMUA initiative and analyses interview and focus group responses to two case studies in terms of their contribution to lifelong learning. It uses, as its analytical framework, a modified version of Mbigi’s African perspective on the four De Lors’ ‘pillars’, by adding a fifth pillar, courtesy of Torres. The paper argues that community engagement is a two-way process between universities and their wider constituencies with opportunities for mutual lifelong learning. But there are also challenges of understanding and process which must be addressed if the full range of these lifelong learning pillars is to be accommodated within African contexts. The paper provides an introduction to the history of community engagement in Africa as a university mission, followed by a brief discussion of lifelong learning within African perspectives. After describing the particular context of Lesotho, the concept of community service and community engagement in contemporary African contexts introduces the action research project and the case studies. The final part of the paper presents and discusses the research findings

Internationalisation and Equality and Diversity in Higher Education: Merging Identities

Summary This project arises out of Eade and Peacock’s (2009) scoping report, commissioned by Equality Challenge Unit (ECU) entitled Internationalising equality and equalising internationalisation: The intersection between internationalisation and Equality and Diversity in higher education. The principal aim of the current study is to identify the advantages of building on the intersection of Internationalisation and E and D agendas, through an exploration of the effective mechanisms for linking E and D and internationalisation policies, structures and activities within a small sample of heterogenous HE institutions located in Australia, England and Wales. Reflecting a multi-level and mixed-method approach this report provides an in-depth account of awareness, commitment, understanding and involvement of domestic and international staff and students, and other key players, in Internationalisation and Equality and Diversity. This account is supported by examples of good practice and synergy and consideration of areas of potential improvement in the two fields. The mixed-method approach involves desk research to consider the influence of geographical location, profile and size on rationales for internationalisation and commitment to Equality and Diversity, complemented by interviews of key personnel to provide insights regarding performance, accessibility etc. Data regarding staff and student awareness, perceptions and dispositions is captured via online survey and focus groups. Finally a review of the literature supports data interpretation by suggesting emergent key themes. Institutional challenges are identified within the context of what may be learned from other organisational forms. A central focus is the student learning experience, with discussions embracing key issues such as competing perspectives on learner support models, the association between inclusive curricula and multicultural education and attendant barriers and tensions. Extensive and systematic analysis of institutional policy in Internationalisation and Equality and Diversity within specific local contexts provides substantial evidence of how current and future direction is shaped by the socio-economic and cultural make-up of surrounding communities, tempered by institutional aspirations in the global arena. The insights of senior managers provide the personal accounts and deep insights into the ongoing strategic initiatives and perceived challenges which determine the practice which emerges from the rhetoric of policy statements. The in-depth exploration of awareness, perceptions and dispositions of staff and students serves to highlight a striking continuity of perspective across the range of stakeholders, within different institutions which approach Internationalisation and Equality and Diversity from widely contrasting positions vis-à-vis locality, status, market position and relative size. Seemingly, any shortcomings of policy to practice transfer are not the outcome of a lack of will on the part of those who have engaged in this research, but rather reflect the complexity of finding the most appropriate way, whether senior manager, teacher, support and development professional, student or other stakeholder. The challenges of internationalisation and Equality and Diversity simply manifest themselves in different ways at different levels within different institutional contexts and key messages from this research include for example: • The need to manage structural diversity within the framework of a broadly-based business-case approach in order to maintain internal cohesion and external credibility. Such an approach should acknowledge diversity of mission which derives from the nature of the global-local interface, profile, status etc. • Broad awareness of the potential synergies between Internationalisation and E and D within a framework of inclusive practice • Broad consensus surrounding the merits of inclusion embodying both local and global dimensions. At this level, diversity of mission, location, status etc. becomes irrelevant. Universities with different cultures can learn much from each other since inclusion should be the response of all institutions recruiting international and/or students from a diversity of cultural, ethnic, religious, socio-economic etc. backgrounds • Awareness of tensions at policy and practice levels, which might be eased by appropriate organisational structures and processes designed specifically to embed synergy across institutions • Acknowledgement of the need to embed the concept of synergy at three levels of diversity: structural (demographic mix); classroom (curriculum and pedagogies) and interactional (informal and social settings) • The significance of readily accessible research-informed and evidence-based practice to raise awareness, build confidence, promote engagement and inform future direction within cross-disciplinary and cross-institutional context

Motivations, expectations, and experiences of expatriate academic staff on an international branch campus in China

This article explores the experiences of non-Chinese academic staff working on an international branch campus in China. The article presents findings from an interview study that explored the expectations of expatriate staff and what motivated them to want to work abroad. The second part of the article reports on whether and how these expectations and motivations were fulfilled. The findings suggest that, although staff found many benefits from working on the international branch campus, they were insufficiently prepared for the structural and cultural differences inherent in working as an academic in China. The authors argue that more of the academics’ initial expectations and motivations could have been realized if better staff induction and ongoing collective professional development had been in place. In particular, university-level discourse communicated through policy and marketing texts, which promoted the vision of one inclusive and diverse international university community, militated against attention being paid to the structural, political, and cultural differences inherent in working as an academic in China. The authors argue that professional development that acknowledges the differences, difficulties, and disjunctions that staff are likely to encounter in their work is important in building successful international branch campuses both at the level of the organization and of the individual

A critical analysis of language policy in Scotland

Language offerings in Scottish universities are diverse and have their own acute sense of their situation. Some have a precarious hold, others are buoyant. In a research and teaching environment increasingly determined by league tables and “power rankings”, this paper considers a variety of insecurities which have manifested themselves in the context of the Gaelic Language Act (Scotland) 2005; in the changing landscape of modern languages, symbolically represented in the university sector; and through the new Curriculum for Excellence for Scottish Schools. In particular, it critically examines some of the less visible aspects and informal forms of language practices which thrive or survive in Scotland today. Drawing theoretically from Cameron (2012), Cronin (2003; 2006; 2012) and Forsdick (2005), and from postcolonial and indigenous scholars of languages, including Tuhiwai Smith (2012) and Muehlmann (2007), the paper considers the legislative environment with regard to language planning in Scotland and offers some theoretical ways forward

From Quantity to Quality: Challenges for Investment Promotion Agencies

Most investment promotion agencies worldwide are now placing a higher emphasis on attracting high "quality" FDI, including R&D centers and headquarter functions as well as knowledgeintensive industries such as information and communication technologies, biotechnology or nanotechnology. We argue that this requires a different approach than policies focused on the "quantity" of FDI inflows, leading to changes in the policy mix and in the approach to performance measurement. Targeting quality entails a shift from a mindset that prioritizes attraction of greenfield investments towards one where the focus is on subsidiary development. Another implication is that the interplay between FDI policies and innovation policies becomes more relevant and needs to be further nurtured. We focus on the management challenges that investment promotion agencies face in this transition from quantity to quality, drawing attention to the consequences for their human capital, structural capital and relational capital strategies.Aftercare, FDI, intellectual capital, investment promotion, R&D, subsidiary development

Habits-of-mind and practices of high-functioning public baccalaureate and comprehensive universities

Abstract This study provides better understanding of the practices and habits of thought of two high-functioning public institutions. Both schools, New England College and Midwest State University have received consistently high rankings from commercial ratings publications like U.S. News and World Report, and consistently high and often improving scores on the National Survey of Student Engagement (NSSE). Both schools studied had consistent success despite the economic challenge of their baccalaureate focus and the rapidly changing higher education marketplace. Both Midwest State University and New England College underwent significant change in mission and culture. Despite the disruption inherent in a significant mission change, both schools have, within that change, created practices and habits-of-mind that allowed them to react in a positive and responsive manner to challenges as they present themselves. This study examined the overarching question: How do campus faculty and administrative leaders in high-functioning baccalaureate and comprehensive institutions understand their role and practices, and how they contribute to the success of their institutions? Data collection consisted of a series of interviews with administrative and faculty leaders and a review of documents at the two case institutions. There were a total of 11 participants between the universities and each was involved in a series of three interviews. During data analysis, some common themes were revealed between the two institutions. There was, however, a theme unique to each of the case institutions. The themes shared by both Midwest State University and New England College were: teaching, faculty engagement, leadership, interdisciplinary/general education and being student centric. The theme unique to New England College was honesty; and the theme unique to Midwest State was assessment. This dissertation also provides recommendations to future campus leaders, administration and faculty at public baccalaureate and public comprehensive universities. Some recommendations may be of use to leaders at other kinds of institutions of higher education. Finally, the dissertation suggests additional paths for future research noting existing gaps in the literature

The Global University: The Role of Senior Managers

Contributors address the role of senior managers in relation to internationalisation, globalisation, and sustainable development and share how these often overlapping challenges can be addressed. Consideration has been given to a range of potentially competing demands including the relationship between what Paul Luker describes as the 'core mission and values of HE' and what Caruana and Hanstock describe as 'marketisation discourse'. The Global University: The Role of Senior Manager is written by higher education institution senior managers, for HEI senior managers. Supported by HEFCE Leadership, Governance and Management Funding, 'The Global University: the role of senior managers' is a companion publication to 'The Global University: the role of the curriculum'. Many of the contributors are regarded as critical champions of internationalisation in the UK as well as thoughtful strategists in the process of affecting sustainable university-wide change. To provide further food for thought, in addition to the UK contributions, a case study on university-wide approaches to the development of global citizens at the University of British Columbia and a perspective on the barriers affecting the process of internationalisation in Latin American Universities have also been included. Contributors address key concepts from a variety of perspectives and what will quickly become apparent is that the terms are not always translated in quite the same way (a way of seeing is also a way of not seeing) but in spite of this, collectively, considerable insight for moving the agenda forward is provided. At the very least, the publication will serve to inspire debate on what should constitute the vision, mission and values of a global university, within the context of global society. Given the global footprint of universities and the ability of our graduates to influence change in global society, the publication maintains that universities cannot ignore their corporate and social responsibilities: senior managers have a critical role to play as leaders of this agenda and of change that results in positive benefits for a wider stakeholder group

REBUILDING AFRICA'S SCIENTIFIC CAPACITY IN FOOD AND AGRICULTURE

Research and Development/Tech Change/Emerging Technologies,