ACA-EAIE report analyses national internationalisation strategies in the EHEA

November 28 2026

Chapter 1 of the report places national strategies in a historical context, Chapter 2 describes country-specific strategies and political frameworks, and Chapter 3 reflects on current trends and future challenges and opportunities for internationalisation based on research and interviews with experts.

Current developments

The report highlights that only 13 of the 47 higher education systems examined have defiened internationalisation strategies in 2025, but that the existence of a formal national strategy does not in itself imply a more advanced or effective approach to internationalisation, as many countries also achieve significant successes in internationalisation through other policy channels, institutional initiatives or sector-specific cooperation, and carry out a variety of strategic activities as part of these efforts.

Current internationalisation strategies go beyond previous approaches and reflect further development and innovation in this area. For example, they include new elements such as virtual or hybrid mobility and distinguish between bilateral and multilateral cooperation, with some strategies emphasising the strategic relevance of one or both of these modalities. Most strategies also regard internationalisation as an important tool for improving quality and promoting national and institutional development. Ensuring improved access to internationalisation activities is considered a virtually unanimous concern; current strategies define clear targets for this purpose, with the aim of making certain activities more inclusive or ‘for all’.

European initiatives and programmes such as the Bologna Process, the Erasmus+ programme and the European University Alliances initiative are seen as important drivers of internationalisation. However, obstacles continue to be perceived in areas such as the complexity of visa processes and the recognition of foreign degrees and academic achievements. Both local and regional cooperation and the recruitment of students worldwide have gained in importance. It is evident that, in addition to Germany, countries such as France, Norway, Sweden, the Netherlands and Finland have also developed national guidelines for responsible internationalisation, specific strategies and national structures to support higher education institutions in establishing international partnerships within the framework of their institutional autonomy and, in many cases, to provide them with advice.

According to the report, the factors influencing national internationalisation strategies are both external – i.e. international and, in some cases, global – and internal, as they arise from the respective national context. The resulting opportunities and challenges point to a new balance that is characterised by a continued commitment to internationalisation on the one hand and requires greater caution and adaptability on the other.

Future strategic orientation

Looking to the future, the report states that the national strategic orientation of internationalisation measures continues to be considered crucial in a higher education landscape characterised by geopolitical changes, especially in countries with a politically or socially complex environment, as it strengthens the legitimacy and enforceability of internationalisation measures. It is assumed that strategies for the internationalisation of higher education will be more adaptable, inclusive and evidence-based in the future in order to be able to respond flexibly to uncertainties and crises.

A key focus is on systematically documenting the concrete effects of international education at all levels and expanding the debate on internationalisation beyond the higher education sector.

The report advocates that new strategy documents should increasingly develop a comprehensive guiding vision and emphasise the core values of internationalisation, rather than focusing primarily on operational details. This should result in a policy framework that secures long-term support and adequate resources for the sector.