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Leadership and Context for Comprehensive Internationalization: Senior International Officer Perspectives

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Title: Leadership and Context for Comprehensive Internationalization: Senior International Officer Perspectives
Language: English
Authors: Elenora Haag
Source: Journal of Comparative and International Higher Education. 2026 18(1):229-256.
Availability: Journal of Comparative and International Higher Education. 3107 B Hampton Highway, Yorktown, VA 23693. e-mail: oic213@lehigh.edu; Web site: https://digitalcommons.lib.uconn.edu/jcihe/
Peer Reviewed: Y
Page Count: 30
Publication Date: 2026
Document Type: Journal Articles
Reports - Research
Education Level: Higher Education
Postsecondary Education
Descriptors: Higher Education, College Administration, Administrator Role, Global Approach, Administrator Attitudes, Role Perception, Strategic Planning, Institutional Mission, Organizational Culture, Program Implementation, Alignment (Education)
ISSN: 2151-0393
2151-0407
Abstract: Increasing attention has been paid in recent years to the nature and importance of the role of the senior international officer (SIO) in higher education institutions. With reference to Knight's (1994) internationalization cycle and Tierney's (1988) framework of organizational culture, this basic qualitative study examines the intersection of leadership and institutional context as mediators of the internationalization process, a perspective which is lacking in the existing literature. Semi-structured interviews were conducted with 11 SIOs from institutions that have received a national award for internationalization, with strategic planning documents serving as a secondary data source. Findings suggest that the roles of strategist, networker, and advocate are key to the SIO's successful navigation of institutional context. The variation between different institutional types, environments, and cultures may ultimately be less important than the extent to which SIOs are able to understand their own institutional mission and strategy and adapt accordingly. Implications for professional practice include developing sustainable cross-campus networks to raise visibility and finding innovative ways of demonstrating value to the wider campus community.
Abstractor: As Provided
Entry Date: 2026
Accession Number: EJ1506623
Database: ERIC
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  Data: Journal of Comparative and International Higher Education. 3107 B Hampton Highway, Yorktown, VA 23693. e-mail: oic213@lehigh.edu; Web site: https://digitalcommons.lib.uconn.edu/jcihe/
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  Data: Increasing attention has been paid in recent years to the nature and importance of the role of the senior international officer (SIO) in higher education institutions. With reference to Knight's (1994) internationalization cycle and Tierney's (1988) framework of organizational culture, this basic qualitative study examines the intersection of leadership and institutional context as mediators of the internationalization process, a perspective which is lacking in the existing literature. Semi-structured interviews were conducted with 11 SIOs from institutions that have received a national award for internationalization, with strategic planning documents serving as a secondary data source. Findings suggest that the roles of strategist, networker, and advocate are key to the SIO's successful navigation of institutional context. The variation between different institutional types, environments, and cultures may ultimately be less important than the extent to which SIOs are able to understand their own institutional mission and strategy and adapt accordingly. Implications for professional practice include developing sustainable cross-campus networks to raise visibility and finding innovative ways of demonstrating value to the wider campus community.
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