성결대학교 다문화평화연구소

키워드

다양성, 국제화, 고등 교육 행정, 한국 문화
Diversity, Internationalization, Higher Education Administration, Korean organization culture

초록

본 연구는 현재 한국 대학의 국제화 실천 전략과 활동들을 비교분석 하였다. 한국의 대학들이 캠퍼스를 국제화하기 시작한 방법과 실천전략 및 프로그램들을 사례를 통해 비교 분석하였다. 국제화의 근거, 프로세스 및 국제화 추진을 위해 첫 번째에는 대학의 국제화 전략을 구현하는 핵심 담당자들인 총장, 고위 및 중급 관리자, 직원들과의 심층 인터뷰를 수행하여 질적분석을 수행하였다. 연구 결과에 따르면 대학 총장의 비전과 지원은 캠퍼스 국제화를 위해 가장 중요한 변인으로 파악되었으며. Knight (2007)는 조직 전략 내 거버넌스의 요인 중 하나로 기술하고 있는 대학총장의 리더십을 설명하였지만, 한국적 맥락에서 접근한 이번 연구의 사례에서 발견 한 결과는 대학총장의 리더십을 조직 전략과는 별도의 전략으로 추가 할 것을 제안한다. 대학의 다양성 추구를 위하여 국제화 활동, 프로그램 및 전략은 계속되는 현상이며, 한국이 OECD 회원국이 되어 기존의 교환 학생 프로그램에서 조금 더 진보된 국제화와 다양성 활성화 전략으로 개발 도상국 지원도 파악되었다. 이 연구는 대학의 연혁과 조직의 문화에 따라 적절한 리더십이 동반되어야 한 대학이 변화되거나 발전 될 수 있음을 재확인하였다. 아울러, 대학에서 조직문화를 구축하는 것은 총장이 조직을 이끌 수 있는 기간과 총장이 대학의 초기 단계에서 전략을 시작했는지 아니면 대학 역사의 중간 단계에서 시작했는지에 따라 다양한 유형으로 조직의 발전에 영향을 미치고 있음을 연구를 통하여 확인하였다.

This study investigates the current practices of internationalization at universities in Korea. It seeks to describe how and why the universities began internationalizing their campuses, and what strategies and programs they have implemented. The examination of the rationales for internationalization, how the process is displayed, and what the results were after internationalization is operationalized by two data-gathering processes. The first includes interviews conducted with presidents, senior and middle level administrators, and staff – the key persons responsible for implementing the university’s internationalization strategy. The second is a review of quantitative data – the number of international faculty and students, number of students who were engaged in international academic programs, and number of courses offered in English – based on the government’s information disclosure system for the university and a newspaper’s university evaluation and ranking information. Findings from the study revealed the President’s vision and support are crucial as an input for internationalizing the campus. While Knight (2007) only described presidential leadership as one of the factors under governance within the organizational strategy, in the Korean context the findings from the cases in this study suggest adding presidential leadership as a separate strategy from the organizational one. International activities, programs, and strategies as a process of internationalization are on-going phenomena and continue to evolve from outbound-oriented exchange student programs to assisting developing countries, all of which have been influenced by external incidents such as Korea becoming an OECD member. The study recommends that a university can be transformed or developed so long as the appropriate leadership has been placed into the organization. Building a strong culture at the university is dependent on how long the president can lead the organization and whether the president started the strategy during the university’s nascent stages or initiated them in the middle stages of the university’s history.

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