A clear trend is that internationalisation is becoming less and less about volume and increasingly about priorities. In several countries, the state is playing a more active role through legislation, funding and migration policy, making internationalisation a more politically charged issue.
The global knowledge landscape is becoming increasingly multipolar, with Asian universities – particularly in China – strengthening their positions in research, education and rankings. Universities are increasingly being used as tools for national development.
“In a world where geopolitics is playing an increasingly significant role and competition is intensifying, internationalisation must be both strategic and responsible. Through our work on global dynamic engagement, we are strengthening our ability to work selectively, build sustainable partnerships and position ourselves in an increasingly complex global landscape,” says Richard Stenelo, head of the Division of Global Engagement.
Attitudes towards internationalisation are changing, and concepts such as responsible and values-driven internationalisation are becoming increasingly important. The aim is to ensure that international collaboration and mobility are ethically justifiable, mutually beneficial and sustainable – socially, economically and environmentally. Geopolitical tensions, increased scrutiny of international collaborations and demands for shared values, such as democracy and academic freedom, are contributing to these developments.
Internationalisation in transition – from volume to relevance
Students’ choices have also changed, with sustainability, inclusion, equality and clear benefits becoming increasingly important. At the same time, demand for international education continues to grow worldwide, but the patterns have changed. The traditionally most popular destination countries, such as the US, the UK, Australia and Canada, are losing ground, whilst Europe and Asia are strengthening their position.
“Although internationalisation is more a matter of strategic priorities than of numbers, there remains clear potential to recruit international students from around the world. However, this requires us to adapt our range of programmes to changing demand patterns, offer a wider variety of study options – such as shorter, more focused Master’s programmes – and ensure that our programmes are clearly linked to the labour market and provide a return on students’ investment,” says Richard Stenelo.
Our internationalisation efforts must focus on making informed choices regarding which partnerships are sustainable in the long term, how the University positions itself in a changing world, and how internationalisation can contribute to quality, relevance and societal benefit. The University also needs to clearly communicate how internationalisation contributes to research, education, innovation and external engagement – both globally and locally – in order to strengthen trust and legitimacy.
For Lund University, these developments present both challenges and opportunities, and place greater demands on a deliberate and long-term approach in line with the University’s mission and values.
Find out more about Global Dynamic Engagement