Values and behaviours of an effective community of practice: a case for staff/student collaboration for internationalisation

UK universities suffer constrained autonomy, disputed values and aims and increasing performance demands: ‘new managerialism’ or application in the public sector of private sector values. However, values of internationalism and the ideals of international co-operation aim for a world order of peace and social justice. Connecting these apparently disparate areas is the assertion that values are prominent not only in values-driven internationalisation strategy but also in entrepreneurial behaviour needed to establish communities of practice, similar to ‘academic freedom’. This article analyses the values and behaviour of a “campus community” that developed into a full structure of “communities of practice” or social collaborations which drove student mobility. Analysis of the action research cycles leads to the identification of different forms of motivation, levels of engagement and entrepreneurial behaviour in both students and staff, combining to define a set of values and behaviours driving a social collaboration’s culture and performance.