Discussion on the Operation and Management of International Offices in Domestic Universities under the Vision of Educational Leadership

Xiaorong Liu

doi:10.54097/8qqvcp38

Authors

Xiaorong Liu HSBC Business School (PHBS), Peking University, Shenzhen, 518055, China

DOI:

https://doi.org/10.54097/8qqvcp38

Keywords:

Educational leadership; University internationalization; Operations management; International cooperation and exchange; Opening up of higher education to the outside world.

Abstract

Higher education opening-up has been accelerating in recent years. As the department responsible for foreign-related affairs in universities, how well international offices operate directly affects the quality of a university's internationalization. This article starts from the theoretical perspective of educational leadership, combined with the actual situation of domestic universities, and summarizes the practical difficulties encountered by international offices from three aspects: staffing, performance evaluation, and digital transformation. Empirical research has shown that transformational leadership has a significant positive impact on organizational performance in universities, and the improvement of educational leadership can effectively drive the improvement of management effectiveness, providing a theoretical framework for improving effectiveness in international affairs management. According to publicly available data from the Ministry of Education, as of 2024, China has established educational cooperation relationships with 183 countries and regions, and received over 500,000 students studying in China throughout the year. The contradiction between scale expansion and lagging management capabilities is gradually becoming apparent. Based on the practices of more than ten universities, this article also proposes several specific optimization ideas for reference by universities.

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