Rethinking Internationalization Efforts in Business Education: Lessons Learned and Fresh Approaches S. Tamer Cavusgil The John W. Byington Endowed Chair in Global Marketing, and Executive Director, Center for International Business Education and Research, Michigan State University International Business Institute for Community College Faculty East Lansing, Michigan, May 2003

Page 2 Rationale for Internationalization Faculty  Professional development/enrichment; recognition Students  Liberating minds; informed citizens; appreciation of diversity develop cosmopolitan orientations. Business  Become relevant; serve as resource and source of training Community Business  Create a total global culture; establish new traditions and School behavior; become a viable competitor And… A goal common to all constituents: Build global competence as a source of competitive advantage S. Tamer Cavusgil/Michigan State University

Page 3 International courses as an “add on” Infusion of international content into curriculum International major/specialization Mainstreaming international/comparative/ cross-cultural dimensions into all professional activities Building distinctive competence: seeking excellence with special projects PHASES IN THE EVOLUTION OF INTERNATIONALIZATION EFFORTS S. Tamer Cavusgil/Michigan State University

Page 4  Implementation Plan; Campaigns; Timetable  Conduct audit; set milestones  Institutional Climate and Infrastructure  Gain widespread participation; set up support units; ensure coordination; legitimization of the cause by senior administrators  Leadership for the Cause  Fulfill multiple roles of: idea champions, facilitator, mentor, resource person, project director, fund raiser…  Desirable qualities of change agents include: passion for internationalization, drive to make an impact, energy, ability to work well with others, academic credibility…  Resource Gathering and Allocation  Grants, contracts, executive training, technical assistance, software, publications… and institutional funds Process: Organizational Gearing-Up for Internationalization S. Tamer Cavusgil/Michigan State University

Page 5 Comprehensive Agenda for Internationalizatio n CURRICULAR CHOICES ENRICHMENT OF STUDENT EXPERIENCES FACULTY MOTIVATION AND EMPOWERMENT CAPITALIZING ON INSTITUTIONAL STRENGTHS: BUILDING CAMPUS ALLIANCES COLLABORATION WITH BUSINESS INTERNATIONAL INSTITUTIONAL LINKAGES S. Tamer Cavusgil/Michigan State University

Page 6 Vision/Outcomes for an Exemplary Business School  Faculty are internationally active and well informed  Curriculum is multi-cultural and contemporary  Students have ample opportunities for learning and experiencing cross-cultural phenomena  Innovative, effective, and dynamic linkages have been established with business community  Fruitful linkages exist to international alumni  Active partnerships are in place with select business schools overseas  The prevailing organizational culture is one that promotes international activities S. Tamer Cavusgil/Michigan State University

Page 7 Creating Distinctive Competence  Affiliations with prestigious business schools abroad; joint degree programs; faculty exchange; consortia  Study abroad initiatives  Special degree programs  Infusion of foreign languages/business language training  Foreign executive training and mentoring—both at home and abroad, including video conferencing  Executive education  Virtual university development  Assisting corporate universities  Developing faculty expertise in certain world regions  Developing faculty expertise in global industries and global competitiveness  Joint ventures with other professional schools and area studies centers on campus S. Tamer Cavusgil/Michigan State University

Professional Development Strategies for Faculty Internationalize business inquiry/scholarship.  Extension: Question the validity of existing knowledge in multiple-country contexts; seek alternative explanations that are not culture-bound  Cross-border Management: Examine the consequences of firm operations in a broader, multi-country environment.  Global competitiveness: Determinants and industry studies  What is global business competence? What determines global business performance?  Submit manuscripts to journals that give coverage to international research.  Make use of secondary databases to internationalize research agenda. Incorporate international/comparative/cross-cultural perspectives to existing courses; volunteer to teach international courses. Lead student groups in study abroad programs. Teach in executive training programs held in foreign countries; seek relevant consulting assignments. Page 8 S. Tamer Cavusgil/Michigan State University

Professional Development Strategies for Faculty - 2 Collaborate in research with foreign scholars/colleagues. Seek sabbaticals abroad; apply for Fulbright award. Work with international graduate students. Become active in international professional associations: AIB, NASBITE, EIBA, EMAC, etc.; as well as international divisions of professional groups such as AMA and AAA. Attend FDIB (Faculty Development in International Business) programs offered by CIBERs; some are held abroad. Seek mentors whose professional agenda is international. Gain some proficiency in a foreign language; develop some expertise in a foreign country/region. Page 9 S. Tamer Cavusgil/Michigan State University

Page 10  Ideal organizational arrangement: international orientation is mainstreamed; supported by a central administrative unit  Rely on professional support staff for administrative burden—grant administration, student advising, visiting scholars, international linkages, business community liaison, conference planning and implementation, etc.  Attract qualified Executives-in-Residence for designated initiatives  Build productive alliances with business, industry, trade groups, and state agencies  Make good use of visiting international faculty and scholars; establish rotating chairs for distinguished visitors Best Practices in Internationalization Efforts S. Tamer Cavusgil/Michigan State University

Page 11  Form cross-disciplinary faculty teams to respond to specific funding opportunities  Capitalize on student energy and initiative  Give explicit consideration to faculty accomplishments in tenure, promotion, and merit pay decisions  Call attention to institutional accomplishments as new milestones are reached; highlight success  Encourage exploration and experimentation Best Practices in Internationalization Efforts-2 S. Tamer Cavusgil/Michigan State University