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This book provides a critical review of the internationalization process among higher education institutions (HEIs), taking a closer look at the case of business schools. The first part offers a novel definition of this phenomenon and examines the forces that drive international initiatives. It then examines and explains the "internationalization paradox": the observation that despite evidence that many international initiatives fail to deliver what they promise, for the heads of HEIs they nevertheless remain at the top of the agenda. In turn, the second part of the book develops a unifying framework that identifies alternative models of internationalization and explains how they relate to one another. Based on this framework, the book presents a model of the truly global HEI, whose mission is to learn from the world rather than teach the world what it knows.
The book´s central thesis is that it is unlikely that HEIs will be able to transform themselves into truly global HEIs because of historical and organizational barriers rather than a shortage of resources or a lack of visionary leadership. The book concludes that most HEIs should refrain from claiming that their aim is to become global institutions, and should instead focus on the successful implementation of an import-export model of internationalization that calls for initiatives such as the internationalization of the curriculum, the creation of student and faculty exchange programs, and the participation in international academic and research partnerships. Any attempt to transform themselves into truly global institutions is unlikely to succeed and may distract them from their fundamental mission: to educate their home-based students and help them become effective global citizens.

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Chapter 1: Introduction and Overview.- Chapter 2: What is Internationalization?.- Chapter 3: Internationalization: Motives.- Chapter 4: Internationalization: Obstacles.- Chapter 5: International Reach.- Chapter 6: International Richness.- Chapter 7: The Internationalization Matrix: Alternative Types of Higher Education Institutions.- Chapter 8: The Truly Global Higher Education Institution: The Metanational Model.- Chapter 9: Summary of Major Points and Policy Recommendations.

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Gabriel Hawawini is a Professor of Finance at INSEAD (gabriel.hawawini@insead.edu). He held the Henry Grunfeld Chair in Investment Banking from 1996 to 2013 and served as dean from 2000 to 2006, spearheading the school´s global expansion. He is a Visiting Professor at the Wharton School of the University of Pennsylvania where he received the Helen Kardon Moss Anvil Award for Excellence in Teaching (1988).
Prior to joining INSEAD in 1982, he taught at New York University, Columbia University, and the City University of New York where he received the Presidential Award for Distinguished Faculty Scholarship (1982). He has authored 13 books, two online courses and over 70 research papers. His most recent book, Finance for Executives: Managing for Value Creation, published in 2015, has been translated into several languages.
Gabriel is the recipient of the Fulbright Award for Global Business Education (2004), the French Legion of Honor (2005) and The Chief Executive Leadership Award (2006) presented by the Council for Advancement and Support of Education. He chaired the Equis accreditation board of the European Foundation for Management Education (2004-2011) and served on the board of directors of Vivendi, S&B Minerals, and Rémy Cointreau. He is currently on the advisory board of AlphaOne Capital LLP, the board of trustees of the University of the People and the advisory board of several higher education institutions around the world, including MIT Sloan and Carnegie Mellon University in Qatar.
Gabriel received his bachelor´s and master´s degrees in chemical engineering from the University of Toulouse (1971 and 1972) and his doctorate in economics and finance from New York University (1977). He was awarded Honorary Doctorates from the University of Liège in Belgium (2005), the Art Center College of Design in Pasadena, California (2005) and the American University in Cairo (2010).

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