Strategic Internationalization and Competitive Alignment
EFMD's Research Conference, Barcelona October 10-11, 2016.
18 Pages Posted: 15 Aug 2017 Last revised: 12 Oct 2017
Date Written: October 10, 2016
There is a vast body of literature on the internationalization of Higher Education. On the other hand, there is much less information on its strategic internationalization. Yet, the question of business school strategic alignment with their environment across different spatial contexts has become crucial in the aftermath of the global financial crisis. Ultra-competitive environmental pressures, globalization, disruptions (e.g., digitalization), and reduced funding have led to internationalization failures and mergers among business schools in France, the UK, and the US. Our main hypothesis is that this trend is due to a misalignment between business school strategy and their competitive environment. We investigate this hypothesis with the following questions: - How do deans perceive their competitive environment and context? - What tools and processes do they use to position their business schools strategically? - What strategic actions are worth launching? - What business model(s) do you rely on?
Drawing from complementary research frameworks, applied to management education, and recent findings, we structure our study in these sections: a) the current situation, b) on-going strategy, c) the main challenge, d) which are the 10 criteria (Key Success Factors) that you follow regularly, and e) simulation (what if scenarios based on potential disruptions).
This approach builds on previous qualitative research findings regarding management education that have generated several scholarly and practice-oriented publications (Financial Times and Les Echos), as well as a DBA thesis, defended successfully in 2016. Our current study is funded by a grant at Temple University in Philadelphia, USA, a top 100 research institution, according to the National Science Foundation (NSF).
Our current research objective is to provide business school deans and higher education leaders with innovative and valuable strategic insights. These insights should lead to better strategic decisions made at the institutional and national levels in terms of policymaking regarding internationalization. Therefore, we answer the EFMD HERC call for papers by focusing on its first track; i.e., innovations in the form of management of higher education institutions.
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