International Research Collaboration - GlobalHigherEd

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6ConclusionIn conclusion, there is an almost universalcommitment across the UK higher educationsector to expand the level of internationalresearch collaboration, both institution-levelstrategic partnerships and the more typical,researcher-level international collaboration.At present only a few UK universities have aninternational research collaboration strategy,although most believe that their university wouldbenefit from managing international researchcollaboration in a more strategic fashion.Where universities have a strongcommitment to expanding internationalresearch cooperation, they might considerthe value of creating an explicitinternational research collaborationstrategy, tied to the institution’soverarching mission and strategy, settingout the rationale, objectives and means bywhich the strategy will be deliveredHardly any higher education institutions have adedicated budget to (i) support their researchteams in undertaking international researchcollaboration, or (ii) to develop their internalmanagement capabilities. However, funds aregenerally available when needed, but are drawnfrom any one of several internal universitybudgets and occasionally from external bodieswith a remit to sponsor universities or research.There would appear to be value in thecreation of a small, dedicated developmentfund, which might be used in any one ofseveral ways: strategy fund forconsolidation/extension of promising newpartnerships; training and education fundto support would-be collaborators throughcreation of course; creation of guidancematerial and archives and participation inuniversity networks; and seedcorn fund foracademics to explore researcher-levelinternational collaborationAlthough no single organisational model isevident, there is something of a standardapproach beginning to emerge, with a memberof the senior management team having overallresponsibility for policy and strategy and adirector and small team coordinating theexecution of the strategy, usually in concert withdepartmental teams and senior researchers.There is often an international committee,consisting of external members, to provideadvice and challenges to the internal team.A majority of external support is targeted onresearchers rather than institutions, typicallydedicated international programmes providingsmall grants to cover the cost of short visits andfellowships. Universities are broadly contentwith the current situation and are notclamouring for more support from governmentor its agencies, although all agree that additionalfunding would be worthwhile for bothresearchers and institutions.Where universities have a strongcommitment to expanding internationalresearch cooperation, they should considerthe value of appointing someone at provice-chancelloror director level to lead theinstitution’s endeavours in this areaThere would appear to be value also in thecreation of a small, dedicated support teamwith the confidence and skills necessary towork on a global scale and thedetermination and creativity to findsolutions to the challenges that willinevitably reveal themselvesThere would appear to be value inuniversities joining one of several existingnetworks, such as the newInternationalisation Forum, set up by theUniversity of Birmingham with sixteenother UK universities, to support crossinstitutional(within the UK) networking andlearning24
Appendix A:IntervieweesProfessor C J BackhouseProfessor Dianne BerryMr Dave CoombeProfessor Barry EvansProfessor George GriffinDr Edward HalpinProfessor H.T. HassanProfessor Brigid R HeywoodDr David LangleyProfessor Trevor McMillanProfessor Jane MillarProfessor Alan MillerProfessor Nick PetfordDr Clive RandallMr Nigel RelphProfessor Jon SaundersMr Angus StewartDr Mary StiasnyHeather SugdenDr Helen ThorneDr Antony WeirProfessor Richard WilliamsProfessor Barry WinnLoughborough UniversityUniversity of ReadingUniversity of KentUniversity of SurreySt George's, University of LondonLeeds Metropolitan UniversityUniversity of PaisleyThe Open UniversityUniversity of BristolUniversity of LancasterUniversity of BathUniversity of St AndrewsBournemouth UniversityUniversity of Abertay DundeeQueen Mary, University of LondonUniversity of LiverpoolLondon School of EconomicsInstitute of Education, Universityof LondonUniversity of SheffieldRCUKHeriot-Watt UniversityUniversity of LeedsUniversity of HullDirector of InternationalisationStrategyPro-Vice Chancellor ResearchDirector of Research OfficePro-Vice-Chancellor Research andEnterpriseVice-Principal ResearchAssociate Dean, Research,Partnerships and Consultancy,International FacultyVice-Principal, Research &CommercialisationPro-Vice-Chancellor Research andStaffDirector of Research and EnterpriseDevelopmentPro-Vice-Chancellor ResearchPro-Vice-Chancellor StrategicDevelopmentVice-Principal ResearchPro-Vice-Chancellor Research andEnterpriseResearch Development ManagerDirector of Corporate AffairsPro-Vice-Chancellor ResearchDirector Research and ProjectDevelopmentAssistant Director, Learning andTeachingResearch Development ManagerDirector, RCUK office, WashingtonHead of Research and Legal ServicesPro-Vice-Chancellor Research andEnterprisePro-Vice-Chancellor Research andEnterpriseUniversities UKInternational research collaboration25
Page 1: Research reportInternational resear
Page 8: 3Trends and benefits of internation
Page 13 and 14: 3.3 Motives and benefitsThe desk re
Page 17 and 18: Exhibit 4 presents the results of t
Page 19 and 20: “Forging scientific links with ot
Page 21: 5.4 OrganisationWhile there is no s
Page 24 and 25: p Several interviewees stated that
Page 28 and 29: Appendix B:International research o
Page 30 and 31: International Research Office, Oslo
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Page 35 and 36: NotesSectionA head1 Jonathan Adams

International Research Collaboration - GlobalHigherEd

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