scholarly journals UNIVERSITY MARKETING IN AN AGE OF DIGITAL GLOBALIZATION

2021 ◽  
pp. 20-27
Author(s):  
I. V. Alyoshina
Keyword(s):  
Business Models ◽  
Digital Transformation ◽  
University Rankings ◽  
University Management ◽  
Consumer Experience ◽  
University Marketing ◽  
New Guidelines ◽  
Intellectual Knowledge ◽  
Resource Markets ◽  
The University

Digital globalization is regarded as the environment for the functioning of the 21st century’s university. Problems of digitalization of industries, globalization of markets, growing instability and uncertainty of the environment, increased social inequality, networking, platformization of business models predetermine the importance of university marketing as management focused on global resource markets. The trends in the development of holistic marketing in the era of digital globalization are presented – digitalization and globalization of operations, individualization and democratization of solutions, artificial intellectualization, networking, platformization of activity, co-creation of value with consumers and stakeholders, the growing importance of consumer experience. The guidelines for the development of university marketing in line with digital transformation at the internal and external levels of university management have been proposed: the transition from university rankings to the ranking of people (employees and university students) as a response to the trends of individualization, personalization and networking, the emphasis on intra-university marketing in comparison with external one, the strengthening of intellectual knowledge-valuable promotional tools in comparison with advertising. New guidelines for transformation of management and marketing of the university were defined.

scholarly journals Ecosystem designing for the development of universities in a digital environment

2021 ◽  
Vol 49 (1) ◽  
pp. 491-505
Author(s):  
Natalia A. Simchenko ◽  
◽  
Maxim L. Berkovich ◽  
Keyword(s):  
System Analysis ◽  
Digital Transformation ◽  
Digital Environment ◽  
University Management ◽  
Economic Agents ◽  
Technological Basis ◽  
Main Research ◽  
Social Mission ◽  
Network Platform ◽  
The University

The digitalization of economic relations determines the particular importance of personnel training on a qualitatively new technological basis, which is inextricably linked with the study of the problem of ecosystem designing for the development of universities in a digital environment. The foundations of the systems theory, the theory of education economics, the methods of system analysis, factor analysis, and economic and mathematical modeling were used for studying the problem of ecosystem development for universities. The conducted studies made it possible to obtain the following main research results: the ecosystem principles for organizing the provision of higher education services, representing the integrity of the university system based on network interactions of a set of various participants, as well as objects, projects, processes, and environments, were proposed. An approach to designing a strategy for the development of universities, based on the scenario forecasting of the receptivity of digital economy competencies by students, teachers, and partners of universities in the medium term, is proposed based on the organigram for the implementation of the project of matrix digital transformation of the adhocratic university hierarchy. The conclusions stating that the design of the ecosystem of the development of universities should be aimed at the implementation of the social mission of the university in the region and the transformation of the ecosystem of the region as a whole are formulated. As prospects for further research, the study of the prerequisites for generating the effects of designing the development of a university ecosystem based on the network platform interaction of the economic agents of the region/territory, as well as the implementation of digital transformation projects of the university management system, is considered.

Role of University Rankings in the Context of Lack of Resources

2021 ◽  
pp. 1807-1829
Author(s):  
Magdalena Platis
Keyword(s):  
Higher Education ◽  
Higher Education Institutions ◽  
University Rankings ◽  
University Management ◽  
Strategic Development ◽  
Higher Education Systems ◽  
Real Phenomenon ◽  
The University ◽  
Contemporary Context

In the contemporary context, educational sector faces many challenges which are reflected in specific institutional reactions. Rankings specific to higher education systems are a real phenomenon. Management teams at all levels understand differently the role of being active towards rankings – from a national support and institutional scope, to a lack of interest from both levels. Methodologies of different rankings are also different. In fact, participating in a ranking or another is something to be decided by the university management. The mission of this chapter is to reveal the role of rankings in the contemporary context of resource decreasing. Some answers will improve the decision-making process related to rankings, as well as to other institutional changes adopted in higher education institutions. The existence of rankings cannot be denied. Understanding the role of rankings is one of the most important premises for a correct strategic development of the higher education institutions.

Role of University Rankings in the Context of Lack of Resources

2017 ◽  
pp. 186-208 ◽  
Author(s):  
Magdalena Platis
Keyword(s):  
Higher Education ◽  
Higher Education Institutions ◽  
University Rankings ◽  
University Management ◽  
Strategic Development ◽  
Higher Education Systems ◽  
Real Phenomenon ◽  
The University ◽  
Contemporary Context

In the contemporary context, educational sector faces many challenges which are reflected in specific institutional reactions. Rankings specific to higher education systems are a real phenomenon. Management teams at all levels understand differently the role of being active towards rankings – from a national support and institutional scope, to a lack of interest from both levels. Methodologies of different rankings are also different. In fact, participating in a ranking or another is something to be decided by the university management. The mission of this chapter is to reveal the role of rankings in the contemporary context of resource decreasing. Some answers will improve the decision-making process related to rankings, as well as to other institutional changes adopted in higher education institutions. The existence of rankings cannot be denied. Understanding the role of rankings is one of the most important premises for a correct strategic development of the higher education institutions.

scholarly journals Strategies in Universities: Tensions Between Macro Intentions and Micro Actions

2018 ◽  
Vol 22 (2) ◽  
pp. 163-177
Author(s):  
Victor Meyer Junior ◽  
Lucilaine Maria Pascuci ◽  
Bernardo Meyer
Keyword(s):  
Business Models ◽  
Professional Autonomy ◽  
University Management ◽  
Loosely Coupled ◽  
Academic Level ◽  
Intentional Actions ◽  
Top Managers ◽  
Considerable Impact ◽  
The University ◽  
Academic Sector

Abstract In the university setting, strategies take on a different configuration due to a permanent dispute between top administration and the academic sector. This triggers a conflict between macro intentions and micro actions at the academic level. In this study, we examined to what extent academic strategic actions are impacted by tensions triggered by the macro intentions of top management and micro actions in the academic management. This research is based on a comparative study involving three Brazilian universities. We identified key sources of tension between top managers and academic managers, such as organizational complexity, the political context, a loosely coupled structure and professional autonomy. The outcome revealed a difficult alignment between intentions and actions while relevant strategies were practiced in the academic sector. We concluded that managerial business models imported from the market led to dubious and controversial benefits in university management. Most strategies were represented by micro actions in the academic area derived from spontaneous initiatives, insights, hunches and non-intentional actions of academic managers and professors that had a considerable impact on the universities' academic performance.

Digital Transformation of Russian Universities: Analytics of Best Practices

2021 ◽  
Vol 9 (2) ◽  
pp. 51-55
Author(s):  
Elena Shirinkina ◽  
B. Sobirov
Keyword(s):  
Best Practices ◽  
Business Processes ◽  
Digital Transformation ◽  
Management Model ◽  
University Management ◽  
Resource Saving ◽  
Technological Field ◽  
The University ◽  
Transformation Processes ◽  
Russian Universities

The relevance of the study is due to the fact that the orientation of the transformation processes of Russian universities is aimed at forming a new management model that takes into account globalization processes, both in foreign economic activity and in the technological field in the context of society digitalization. The purpose of this study is to analyze the best practices of university management in the context of digital transformation. The experience and result of the implementation of neurolearning, artificial intelligence, chat bots and other digital and resource-saving technologies in the educational and business processes of the university are presented. This study proves that digital technologies can give impetus to the development of a university management system.

scholarly journals Digital Transformation of a University as a Factor of Ensuring Its Competitiveness

2019 ◽  
Vol 9 (1) ◽  
pp. 7387-7390 ◽  
Keyword(s):  
Digital Economy ◽  
Digital Transformation ◽  
Educational Process ◽  
Smart Manufacturing ◽  
Management Service ◽  
University Management ◽  
Leading Role ◽  
Entrepreneurial Activities ◽  
Almost All ◽  
The University

Digital economy brings new opportunities and threats to modern reality, covering almost all the fields of life of the population, including education. Digital economy opens up new strengths and weaknesses of a university. In this regard, a relevant task is to determine a set of goals for the development of the university and ensure movement towards these goals. The transition from the University 3.0 model to the University 4.0 model involves a comprehensive transformation of all processes in a university. Taking into account that the innovative educational and entrepreneurial activities played a leading role in the previous model, it is advisable, first of all, to ensure the digital transformation of these processes during the transition to the new model. An important factor in ensuring the competitiveness of a modern university is the digitalisation of its services. In the modern realities of the development of digital economy, universities are facing the need for digital transformation, the essence of which is based not only on the introduction of digital technologies in the activities of universities, but also on the cultural and organisational changes. The main features of the digitalisation process of the universities shall be: the university's orientation on the implementation of “smart manufacturing”; the use of digital communication technologies in the educational process; the introduction of network and distance learning; the development of basic information services; the creation and implementation of the “digital university management” service. Thus, digital transformation of the universities will make it possible for teachers, students, applicants and partners to provide more opportunities in the context of digitalisation. The transformation is impossible without the development and implementation of a digitalisation strategy that takes into account the features and specific nature of the university.

An old friend is better than two new ones? Approaches to market research in the context of digital transformation for the antitrust laws enforcement

2020 ◽  
pp. 37-55 ◽  
Author(s):  
A. E. Shastitko ◽  
O. A. Markova
Keyword(s):  
Business Models ◽  
Rapid Development ◽  
Digital Transformation ◽  
Market Definition ◽  
Type I ◽  
Type Ii ◽  
Digital Platforms ◽  
Advantages And Disadvantages ◽  
Pass Through ◽  
Type Ii Errors

Digital transformation has led to changes in business models of traditional players in the existing markets. What is more, new entrants and new markets appeared, in particular platforms and multisided markets. The emergence and rapid development of platforms are caused primarily by the existence of so called indirect network externalities. Regarding to this, a question arises of whether the existing instruments of competition law enforcement and market analysis are still relevant when analyzing markets with digital platforms? This paper aims at discussing advantages and disadvantages of using various tools to define markets with platforms. In particular, we define the features of the SSNIP test when being applyed to markets with platforms. Furthermore, we analyze adjustment in tests for platform market definition in terms of possible type I and type II errors. All in all, it turns out that to reduce the likelihood of type I and type II errors while applying market definition technique to markets with platforms one should consider the type of platform analyzed: transaction platforms without pass-through and non-transaction matching platforms should be tackled as players in a multisided market, whereas non-transaction platforms should be analyzed as players in several interrelated markets. However, if the platform is allowed to adjust prices, there emerges additional challenge that the regulator and companies may manipulate the results of SSNIP test by applying different models of competition.

PEMILIHAN MEDIA KOMUNIKASI DARI MAHASISWA UNIVERSITAS BUNDA MULIA ANGKATAN 2010/2011 JURUSAN MANAJEMEN

2017 ◽  
Vol 6 (2) ◽  
Author(s):  
Lelly Christin
Keyword(s):  
Market Share ◽  
Direct Mail ◽  
Communication Media ◽  
Marketing Communication ◽  
University Management ◽  
Integrated Marketing ◽  
Information Need ◽  
Integrated Marketing Communication ◽  
The Right ◽  
The University

<p>Lately competition becomes really tough, because of that each University has to choose the right strategy in order to increase their market share. Some of the strategies than can be done are by choosing the right communication media for each promotion that the university wants to do. For the reason, this research wants to know which communication media that really attracts students at Bunda Mulia University, Management Major in year 2010/2011. In this research, the writers used incidental sampling. The writers also use questionnaire for gathering the data or information need. To analyze the data, the writes use SPSS ver. 15.0 for windows. The conclusion of this research about the highest percentage to the lowest percentage of the most attractive communication media are television, internet, direct mail, magazines, radio, newspapers, outdor advertising, and the last one is telemarketing. According to result, the highest percentage of an attractive communication media is television, so writer suggest that the best media to do the promotion is television media.</p><p>Keyword :</p><p>Communication media, markeing communication, integrated marketing communication</p>

Zmiana modelu zarządzania i nadzoru nad jakością kształcenia w szkolnictwie wyższym. Perspektywa doświadczeń Republiki Federalnej Niemiec

2020 ◽  
pp. 137-149
Author(s):  
Krzysztof Szewior
Keyword(s):  
Quality Of Education ◽  
Research Approach ◽  
University Management ◽  
Strategic Partner ◽  
Higher Education Reforms ◽  
The University ◽  
The Impact ◽  
Desk Research

The author focuses on the manner and effects of German higher education reforms that have changed the model of university management. The point of reference is the quality of education and its role, how universities ensure it, and how it is verified through evaluation and accreditation. These elements divide the article into two parts: a part about quality and a part about evaluation and accreditation. The analysis includes the impact of global processes and Europeanization. The research approach is characteristic for public policies, sciences of management and quality. The theories used in this article: the theory of systems and neo-institutionalism, as well as perspectives: the university as an active strategic partner, entrepreneurial university, the third role of universities. The publication is based on desk research and on the analysis of processes.

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