Nigel Healey is vice-chancellor of Fiji National University. Fiji National University was founded in 1885 as Suva Medical School and established in its current form in 2010 through the merger of six government tertiary colleges. Today the University has five colleges (agriculture, business, engineering, humanities and medicine) with 20,000 regular students and approximately 10,000 students taking in-service short courses at its National Training and Productivity Centre. Fiji National University is the regional centre of excellence for medical and nursing education in the Pacific and home to the Mahatma Gandhi Centre of Excellence in IT, a joint venture with the Indian Centre for the Development of Advanced Computing (C-DAC).
Nigel M Healey
Royal Naval Hospital Haslar
|Nationality||New Zealand, United Kingdom|
|Occupation||Professor in Management|
Prior to taking up his appointment in 2016, Healey held senior academic positions at Nottingham Trent University, the University of Canterbury and Manchester Metropolitan University, as well as teaching positions at the University of Leicester and Leeds Beckett University. His current research interests are in the internationalization of higher education, transnational education and higher education policy and management. Healey has served as an economic policy advisor to the prime minister of Belarus and the deputy minister of economy of the Russian Federation and managed a number of multinational research and economic development projects in different parts of the world.
He is chair of the Quacquarelli Symonds Asia-Pacific Professional Leaders in Education (QS-APPLE) academic conference committee, which organises a major international education conference each year across the region. He is a member of the Council of the Association of Commonwealth Universities (ACU) and has served terms as a member of the Board of Trustees for the UK Council for International Student Affairs (UKCISA) and the Council of the Universities and Colleges Admissions Service (UCAS), a director of the Australia and New Zealand Academy of Management and the Chartered Association of Business Schools and was a member of the National Management Committee for the Chartered Management Institute and Universities New Zealand Committee on International Policy.
Healey holds a BA (Hons.) Economics from the University of Nottingham, an MA Economics from the University of Leeds, an MBA from the University of Warwick, a DBA in Higher Education Management from the University of Bath and a PhD in Management from Nottingham Trent University. He is a Fellow of the Chartered Management Institute and the New Zealand Institute of Management and a Principal Fellow of the Higher Education Academy. He is a citizen of New Zealand and the United Kingdom.
Papers and reportsEdit
See also ResearchGate
- Healey, N. (2019). The end of transnational education? The view from the UK. Perspectives: Policy and Practice in Higher Education, DOI: https://doi.org/10.1080/13603108.2019.1631227
- Healey, N. (2018). The challenges of managing transnational education partnerships: the views of “home-based” managers vs “in-country” managers, International Journal of Educational Management, 32(2), 241-256.
- Healey, N. (2018). The optimal global integration – local responsiveness trade-off for an international branch campus. Research in Higher Education, 59(5), 623-649.
- Healey, N. (2017). Transnational education and domestic higher education in Asian-Pacific host countries. Pacific-Asian Education, 29, 57-74.
- Healey, N. (2017). Beyond “export education”: aspiring to put students at the heart of a university’s internationalisation strategy. Perspectives: Policy and Practice in Higher Education, 21(4), 119-128.
- Healey, N. (2017). Reflections on the value of insider research as a qualitative research methodology. SAGE Research Methods Cases Part 2, DOI: https://dx.doi.org/10.4135/9781526401489
- Healey, N. (2015), Managing international branch campuses: what do we know?, Higher Education Quarterly, 69(4), 386-409.
- Healey, N. (2015), The challenges of leading an international branch campus: the ‘lived experience’ of in-country senior managers, Journal of Studies in International Education, 20(1), 61–78.
- Healey, N. (2014) When is an international branch campus?, International Higher Education, 78, 22–23
- Healey, N. and Bordogna, C. (2014), From transnational to multinational education: emerging trends in international higher education. Internationalisation of Higher Education, 3, 34–56
- Healey, N. and Michael, L. (2014), Towards a new framework for analysing transnational education, Higher Education Policy, 28(3), 369–391.
- Healey, N. (2014), Towards a risk-based typology for transnational education, Higher Education, 69(1), 1–18.
- Healey, N. (2013), Is UK transnational education “one of Britain’s great growth industries of the future”?, Higher Education Review, 45(3), 6–35
- Healey, N. (2013), Why do English universities really franchise degrees to overseas providers?, Higher Education Quarterly, 67(2), 180–200
- Healey, N. and Gunby, P. (2012), The impact of recent government tertiary education policies on access to higher education in New Zealand, Journal of Education Leadership, Policy and Policy, 27(1), 29–45
- Gunby, P. and Healey, N. (2012), New Zealand, in The impact of economic crisis on higher education, UNESCO, 87–100
- Healey, N. (2011), The 2010 and 2011 Canterbury Earthquakes and organisational learning at the University of Canterbury: does practice make perfect?, Journal of Management and Organization, 17(6), 850–856
- Healey, N. (2008), Is higher education in really internationalising?, Higher Education, 55 (3), 333–355