In comparison to other parts of the developing world, education in Arab countries has been lagging behind. This book examines the impact of Western cultural influence, the opportunities for reform and the sustainability of current initiatives.

A rigorous examination of higher education policymaking in the Arab world None of the momentous challenges Arab universities face is unique either in kind or degree. Other societies exhibit some of the same pathologies—insufficient resources, high drop-out rates, feeble contributions to research and development, inappropriate skill formation for existing job markets, weak research incentive structures, weak institutional autonomy, and co-optation into the political order. But, it may be that the concentration of these pathologies and their depth is what sets the Arab world apart. Missions Impossible seeks to explain the process of policymaking in higher education in the Arab world, a process that is shaped by the region’s politics of autocratic rule. Higher education in the Arab world is directly linked to crises in economic growth, social inequality and, as a result, regime survival. If unsuccessful, higher education could be the catalyst to regime collapse. If successful, it could be the catalyst to sustained growth and innovation—but that, too, could unleash forces that the region’s autocrats are unable to control. Leaders are risk-averse and therefore implement policies that tame the universities politically but in the process sap their capabilities for innovation and knowledge creation. The result is sub-optimal and, argues John Waterbury in this thought-provoking study, unsustainable. Skillfully integrating international debates on higher education with rich and empirically informed analysis of the governance and finance of higher education in the Arab world today, Missions Impossible explores and dissects the manifold dilemmas that lie at the heart of educational reform and examines possible paths forward.

Though diverse, the Arab world boasts a unique culture and native language, both of which are unlike those found in English-speaking countries. Perhaps due to the nature of these differences, Arab-Western relations have been described as existing on one of the world’s great cultural fault-lines. Debate about the potential effects, both positive and negative, of English-medium education and the learning of English in the region’s schools and universities is one expression of this. Even as debate continues, issues of politics, culture, social mobility, and identity are played out in the English language classrooms of the Arab world on a daily basis. The current volume explores some of the concerns related to the place of English and English-medium education in the Arab world. It examines issues of the relationship between English, Arabic, cultural identity and power in the region within a historical and contemporary framework; the experiences of learners from Arabic-medium secondary schools adjusting to English-medium colleges; and the challenges and potential rewards of promoting student-centered classrooms and technology in traditionally teacher-centered environments. These issues are explored from the perspectives of teachers, students, researchers and other stakeholders in Oman, Saudi Arabia, the UAE, and Sudan.

This book focuses on two crucial issues that need to be addressed as a matter of urgency by universities in the Arab region, namely (a) conducting independent assessments of the quality of their teaching, research, administration, governance, and planning; and (b) determining the relevance of their teaching, research, and societal impacts. Although well-established around the world in manufacturing industries and private-sector service industries, including the research and commercialisation arms of the major universities and research institutes, it is only in recent years that quality-assurance (QA) assessments have started to be applied to most aspects education. Several Arab universities are adopting various forms of QA but some variants are little more than bureaucratic “box-ticking” exercises with minimal commitment by staff to the ultimate aim of continuing self-improvement. This book will be of interest to senior management at faculty and departmental level and above in all Arab universities specifically, and more generally in Islamic institutions of higher education. Senior management in other universities, especially in the developing world will benefit from its analyses and recommendations.