1. Internationalization of the South African research and innovation agenda: prospects and challenges
Nico Jooste

2. Introduction
1. Broad overview of trends in Higher Education Internationalization.
2. Internationalization of research and innovation – a theoretical framework.
3. The South African Scene –
Relevance,
Challenges and
Opportunities.
4. The next ten years.

3. Broad overview of trends in Higher Education Internationalization
“Theory of Ignorance – The errors of the Knowledge Society –
– Internationalization of Higher Education can “Turn Ignorance into Knowledge” (Mestenhauser, 2011)
Research, post-graduate students and innovation closely linked. Can the one happen without the other?
Europe, China, India and now Brazil striving to copy the USA in its innovation and knowledge production.
International Graduate student enrollment to the USA
2008/ / /11
82, , ,534
42,5% %

4. Broad overview of trends in Higher Education Internationalization
US Campuses hosted over 115,000 international scholars from 193 places in 2010/11. Majority, 78% were conducting research in the US. 9% teaching and 6% research.
Harvard hosted 4459 International Scholars in 2010/11.
China grew from no where to the country that is now attracting 7% of all international students -259,000, US – 20% -723,277. South Africa 39,000 – 1%.
Pull factors that attract International Students –
Incentives created by national policies
Subsidized education programs
Quality and recognition of qualifications.
Focus on Student Mobility – should it not be more on academic staff and scholars mobility?

5. Internationalization of research and innovation – a theoretical framework
HE challenged to re-think the nature of its enterprise.
Dunderstadt – HE is operating within a new paradigm
To function in a knowledge society that is part of the global network society
Question is not whether HE should become part of the higher education network but rather how to be relevant and active participants.
The debate is still incomplete and the tension between different goals of a University not resolved.
Definition of networks: Castells
… open structures, able to expand without limits, integrating new nodes as long as they are able to communicate within the network, namely as long as they share the same communication codes. A network-based social structure is a highly dynamic, open system, susceptible to innovation without threatening its balance

6. Internationalization of research and innovation – a theoretical framework
Latest research by Castells and his research group on the relationship between innovation, research and international students revealed:
Number of full-time PhD students in the US clearly indicates that the local students –thus US students form a small number. Working students.
Number of full-time international students provided the real capacity.
Students are attracted by funding.
Good infrastructure for PhD research
Excellent Professors.
Funding to stay for at least two years after completion.

7. Graph 3.4: 46% of total international students enrolled for masters degrees, 24% enrolled for honours degrees, 20% enrolled for doctoral degrees, 10% enrolled for postgraduate diplomas or certificates

8. Contact International Student Enrolments per Qualification Type for 2007 – 2010

9. The South African Scene –
We do not have to debate the relevance of internationalization of Higher Education for South Africa but:
The debate should rather be are we ready?
Scanning the South African Higher Education Scene clearly illustrates that Internationalization of an Institution is only a serious focus of a few of our 23 Institutions.
IEASA – Directors Forum feedback from representatives.
Capacity in place to manage and steer activities strategically – at most 30% of Institutions; 40% busy restructuring with a view to meet the challenges. The rest at the beginning.

10. The South African Scene –
Capacity to manage all the opportunities and challenges refers to:
Dedicated Senior Staff at Strategic and Operational level that can siege the opportunities.
Develop and utilize institutional and other partnerships to the advantage of all
Be able to take the Institutional Brand into the global arena – “If you are known you are connected”.
Be able to differentiate – what is strategic and what is time consuming but do not add value
Minimize and manage the institutional risks.

11. The South African Scene – Challenges
Skills and capacity. How do we internationalize the mindset of the new generation academic?
Funding for Internationalization Activities. Planning should be with Higher Education and not for Higher Education.
Balance between the private and public good.
Stability in the Management of Internationalization – it is part of international relations it takes time to build and nurture- real benefits in the long term actions. Past ten years only 3 of current leaders of Internationalization still in place.
Must differentiate between restructuring and re-focusing.
The external environment.
Home Affairs and the visa saga.

12. The South African Scene – Opportunities
New Initiatives – Green Paper
Research Chairs – can be the foundation of the beginning of a renaissance of new knowledge and innovation for South Africa and Africa. However only if:
The appointees are internationally connected
The institution must provide the logistical and other support to attract excellent Post- graduate students and scholars to form research teams around all the chairs.
If this is coupled with substantial funding institutions can create research networks that will be the foundation for innovation. We can create nodes of new knowledge creation that can serve as the window and connection to the world.

13. The South African Scene – Opportunities
Willingness to connect with the rest of the developing world through South Africa.
Higher Education can serve, as in the business world, as the link - not only to the rest of Africa but also other parts of the Developing World.
Must siege the opportunities of Government created networks – e.g. IBSA, BRICS etc.
Re-thinking of the role of Internationalization could also bring new energy. It must involve the academic heartland. It is not a bureaucratic activity but the fuel that drives the City of Knowledge.

14. The next ten years Focus on three actions:
Build the new research chairs into international knowledge hubs.
Build and or stabilize the International Office capacity throughout the system and not only in a few institutions. The differentiation debate should focus on institutional differentiation and not necessarily on system differentiation. It should not be overshadowed by competitive thinking.
Fix the total lack of inter-departmental collaboration.
DOHED – DIRCO – DST and Home Affairs with HESA- IEASA