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Marketisation, increased student mobility, the massification of Higher Education (HE) and stagnating staff numbers in universities have combined to cause a ripple effect of change both in the demography and size of university classes across the world. This has implications for the quality and equity of learning and the need to examine and to transform pedagogical practices. Despite the growing attention of literature on teaching large classes, there is a scarcity of research addressing the twin issues of large classes in an increasingly internationalised context. This paper seeks to contribute towards filling this gap. The paper provides a theoretical exploration of the causes of such classes in HE, reviews the empirical evidence against large class teaching and examines the difficulties associated with teaching demographically diverse classes in HE. The paper identifies eight pedagogical strategies to address the issues of class size and diversity, which relate to increasing student participation and engagement; increasing curricula access and the language of instruction; increasing staff intercultural understanding; increasing opportunities for deep learning for all; on-going monitoring of student satisfaction; increasing opportunities to achieve; diversification of assessment; and the merit of Massive Open Online Courses (MOOCS). It calls for new research on global learning cultures; reviews of global assessment and promising pedagogical practices and processes. [ABSTRACT FROM AUTHOR]

There is now an extensive literature about internationalisation in higher education. However, much of the research relates to North America and Europe. This paper is concerned with internationalisation in Latin America and seeks to consider perceptions and experiences in Colombia and Mexico, and to compare practice in the public and private sectors. Based on detailed analysis of interviews with senior managers in six universities, the paper shows a growing level of activity, with some increasing levels of planning and strategy. Important differences are identified in the response of public and private universities, reflecting funding differences and freedom to determine institutional priorities. [ABSTRACT FROM AUTHOR]

In an educational context characterised by globalisation, reputation constitutes a crucial issue for today's higher education institutions. Internationalisation of higher education is often seen as a potential response to globalisation and, consequently, higher education has become increasingly internationalised during the past decade. In this paper, we investigate the relationship between internationalisation and reputation in top higher education institutions. Results reveal that internationalisation positively influences a university's reputation but also moderates the relationship between the institution's reputation and its institutional performance with regard to research quality, teaching quality and graduate employability. [ABSTRACT FROM AUTHOR]

A dominant concern with internationalisation through the past decades has been the process of strategic transformation of universities. While strategic management has been perceived as a necessary and useful approach in the construction of internationalisation, many criticisms have been levelled against the application of strategic management in internationalisation. One of these criticisms is the ‘implementation gap’ between internationalisation strategic plans and their actual outcomes. Based on interview data collected from 73 key actors involved in internationalisation at 16 Dutch public universities, this research identifies 12 elements that comprise the conceptstrategic managementand illustrates how educational practitioners in different sectors (research universities and universities of applied sciences) and job function levels (central and faculty) prioritise these elements. The key contribution of this research is the clarification of the areas where the ‘implementation gap’ exists and the causes of this gap. The findings of this research are particularly important in the midst of uncontested popularisation of strategic management, because they can help universities to reduce this gap and improve the effectiveness of their strategic management practices. [ABSTRACT FROM PUBLISHER]