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

Ming Cheng, Fumi Kitagawa, Michael Osborne*

*Corresponding author for this work

Research output: Contribution to journalArticle (journal)peer-review

1 Citation (Scopus)
35 Downloads (Pure)


Internationalisation is at the centre of debate on the future of higher education as an area of important strategic and organisational activity in the rapidly changing global and local landscapes within the knowledge-based economy. Internationalisation encompasses multiple dimensions of universities' 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 with its campuses in the UK, Malaysia and 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 with regard to enhancing the quality of the student learning experiences in local contexts.

Original languageEnglish
Pages (from-to)292-308
Number of pages17
JournalInternational Journal of Knowledge-Based Development
Issue number3
Early online date31 Aug 2017
Publication statusPublished - 2017


  • Innovation
  • Internationalisation
  • Nottingham
  • Stakeholder relationships
  • Strategies
  • Universities


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