Determinants of successful internationalisation processes in business schools

We analyse the internationalisation process in business schools as a response to the globalisation phenomena and argue that environmental pressures, isomorphic forces, the pool of internal resources and the alignment of the process with the institution’s general strategic plan are the main determinants of a successful internationalisation process. These determinants, two external and two internal, find support in different theoretical frameworks such as contingency, isomorphism, resource-based view and strategic management theories. We use these theoretical approaches to discuss four propositions that explain the implementation of an appropriate internationalisation process for a business school. This paper contributes to the literature concerned with the internationalisation processes in higher education institutions highlighting the main factors that should be taken into account by school deans, university provosts, university boards and educational policymakers in guiding internationalisation process at institutional and national/sector levels.     

Intercultural conflict: A case study

This paper takes a case study approach to intercultural conflict. The particular case in question is the controversy which began with the publicized killing of over one thousand dolphins at the island of Iki. The paper explores key symbols in the conflict and posits community specific notions of emotion, personhood, and communication as fulcrums of conflict which can assist in the understanding and managing of intercultural conflicts. The paper seeks not only to account for this specific conflict, but to raise telling issues which get at the heart of any intercultural conflict.