| dc.description.abstract | This master thesis investigates the interaction between Oslo and Akershus University College of Applied Sciences (HiOA) environmental pressures coming from a number of constituents and organizational strategies with respect to internationalization as a strategic policy area. This study adopts a case study approach. Using document analysis and qualitative semi-structured interviews, it investigates the way merger between OUC and AUC (the two institutions that became HiOA in 2011) effect the integration of both colleges strengths regarding internationalization dimension, and then the analysis takes it further to examine the extent to which the HiOA s environment contributed to developing internationalization as a policy area and how the university college responds to it. Next, the study sheds light on the development of internationalization as a strategic policy area at HiOA since 2011 with respect to its organization, funding and governance structures. Finally, the paper examines the interpretation of internationalization as a strategic policy area at the newly merged HiOA. This thesis analyses internationalization from an organizational perspective and it primarily is based on the institutional leadership and the administrative staff responses as they tend put greater emphasis on strategic issues. The analytical framework applied to this thesis is built upon two major theoretical perspectives on organizational change: resource dependence theory (Pfeffer & Salancik, 1978; Pfeffer 1982) and institutional theory (DiMaggio & Powell, 1983; Meyer & Rowan, 1991). By highlighting the convergent aspects of the two theories, the analysis of this thesis is based on Oliver s (1991) typology of strategic responses and characterization of environmental pressures. Oliver s framework rests on the assumption that organizations are affected by their institutional structure, however, they are capable to make strategic choices to the extent to which they try to manipulate their environment (Oliver, 1991). The findings indicate various interpretations of internationalization within HiOA as well as diverse institutional rationales for internationalization amongst the leadership and the administration. The underlying observation shows that internationalization is rather perceived to be strongly connected to research, education and the national policy; taken for granted character of institutional rules, external resources that come through it and it is seen as an opportunity for the further development and acquiring resources with the ultimate goal to achieve the university status. The organization of internationalization as a whole policy area within the university college in regard to its funding and governance structures is relatively well established, which was chiefly achieved by the integration of both university colleges (OUC s and AUC s) strengths regarding internationalization dimension as a result of merger. However, even though the findings indicate that internationalization has developed rather strong strategic policy area, it could be argued that internationalization to some extent is still under the process of active development as there are the number of aspects in regard to internationalization that are not functioning optimally. This perceived to be one of the results of the merger. Once the organizational elements of merger process are relatively in its place, internationalization is seen to be coming back from its margining position, however, feebly adapted to the new organizational structure and the new organizational culture of the newly merged university college. | eng |