Korea's 'Freeze Tag': Aiming to Become One of the Top 10 Global Host Countries for International Education

As we emerge from the COVID-19 pandemic and rapidly regain a sense of normalcy, the profound disarray experienced over the past three years seems to have receded into the annals of history. This prompts a reflection on the lessons learned and experiences garnered by universities during this pandemic. Considering the recent governmental proclamation of a vision to become one of the 'Top 10 Global Host Countries for International Education' it is apparent that the field of international student affairs within universities has been most significantly impacted. The hindered 'cross-border mobility,' a cornerstone for attracting international students, posed an insurmountable challenge.

Throughout the pandemic, the recruitment and management of international students at universities transformed into a fiercely competitive arena. The notable decrease in Chinese students in South Korea, who previously comprised a significant proportion of the international student body, intensified the urgency of the situation. A particularly striking observation was the significant decline in credit/certificate mobility as opposed to degree mobility. For instance, in 2020, the number of international students decreased by 4.0% to 153,695, with non-degree programs experiencing a 32.1% reduction to 46,692 students compared to 2019. More over, the global focus has been on the changing patterns of student mobility from China, a major contributor to the international student population, along with the emerging markets, such as India and the Middle East.

In light of these developments, how did South Korean universities evolve in their approach to international student recruitment and management during COVID-19? Employing Kurt Lewin's three-stage theory of organizational change—Unfreezing, Moving, and Refreezing—provides insightful perspectives:

Firstly, during the Unfreezing stage, there was a marked decline in the number of international students and associated financial revenues amidst escalating global unpredictability. This period witnessed intensified competition for student recruitment on both domestic and international fronts. The heightened sense of urgency led many universities to profoundly recognize the necessity for change. Concurrently, there was a noticeable increase in challenges for international education practitioners, compounded by the lack of effective governmental strategies.

During the Moving phase, significant efforts were directed towards strategic organizational changes and the development of adaptive systems. This entailed a comprehensive overhaul of existing systems, processes, and organizational structures related to international student recruitment and management. Furthermore, the period was characterized by a marked emphasis on internal collaboration and a swift digital transition, aiming for systemic resilience and encouraging strategic innovation. The utilization of advanced technologies, such as the Metaverse for hosting events, and an intensified focus on digital marketing through platforms like YouTube, Instagram, LinkedIn, and TikTok, were notable developments.

In the Refreezing stage, South Korean universities endeavored to balance their online and offline approaches in maintaining momentum in international student recruitment while formulating strategies to create new opportunities globally. However, it is too early to consider these changes as fully entrenched. The extent to which the increased reliance on digital tools and creative approaches during the pandemic will continue to evolve in the post-COVID era remains to be seen.

Based on this analysis, it is evident that universities in this country, through organizational learning during the pandemic, should integrate the acquired knowledge, information, experiences, and capabilities with offline components for effective application in the post-COVID era. It is also vital to institutionalize and culturally embed the innovations triggered by the pandemic, rather than merely reverting to pre-pandemic norms under the pretext of 'normalization.'

Looking forward, a 'polarization of the higher education landscape' is anticipated, potentially exacerbating disparities between metropolitan and non-metropolitan universities, and between research-oriented and small and medium-sized institutions. Even universities in the Seoul area, seemingly less challenged in domestic student recruitment, are vigilantly monitoring demographic shifts amid government-led restructuring pressures. The concerns of research universities, heavily dependent on international students and  local students from non-metropolitan areas for their graduate programs, are substantial. In this context, the urgency of attracting international students is a universal concern among universities, as exemplified by Seoul National University's 2022 development strategy report, which proposed establishing overseas campuses to enhance international student recruitment.

In the post-COVID era, it is crucial to reassert that universities bear the primary responsibility for not only attracting international students but also ensuring their successful graduation and subsequent career paths. This perspective transcends the transactional view of international students as mere numbers or financial assets, highlighting the imperative to foster and amplify the value of an inclusive learning community grounded in diversity. Such an approach contributes to global and human advancement through the talents nurtured within the South Korean higher education system.

As the nation embarks on the ambitious 'Study Korea 300K' project, aiming to host 300,000 international students by 2027, a deeper reflection on the constructive use of the 'pandemic legacy' is essential, and will be crucial for charting a successful course in the coming years.

* This is a translation of the article published on the University News Network in November 2023. For access to the original content, please visit https://news.unn.net/news/articleView.html?idxno=555034.