The evolution of internationalisation strategy: a case study of the University of Nottingham

Internationalisation is at the centre of debate on the future of higher education in the knowledge-based economy and its development. It has become an area of important strategic and organisational activity for universities in the rapidly changing global and local landscapes of higher education. However, internationalisation encompasses multiple dimensions of university’s strategies, and there is limited understanding on how these different dimensions influence universities’ activities in a holistic way. Drawing on a case study of the University of Nottingham and in particular its campus in China, this paper examines the changing scope of its internationalisation strategies and how these strategies have affected four key institutional activities, namely, student learning, staff mobility, quality assurance, and community engagement. The study unpacks the concept of internationalisation through the lenses of stakeholder relationships and leadership theory and illustrates challenges of internationalisation as perceived by the university leaders and key stakeholders. Questions are raised about the sustainability of internationalisation strategies, in particular, how to enhance the quality of the student learning experience set in particular local contexts.