Authors

Competitiveness and competition: the problem of interrelationship

Competitiveness of the university in the light of competition theory and Russian legislation

Competitive environment of modern professional education: historical and chronological context

Triad of competitiveness: resources, processes and results of competitive activities

Formalization of the internal university competitiveness management system

Competitive competence of top managers of university

Resource based view on assessment of competitiveness of educational organizations

The competitive environment and directions of Russian universities competition

This article is devoted to the description of the competitive environment of the educational system of higher education. The directions and forms of competition of Russian universities are revealed in accordance with the constructive theory of competition. The article describes the classical theoretical directions of competition: product, industry, intersectoral, and inter-product competition. Product competition is the competition between manufacturers of interchangeable goods in the same distribution channels. It is a rivalry between competing product brands for distribution, otherwise known as trademark competition. Industry competition is the competition between producers of goods using homogeneous, interchangeable resources. In fact, this is competition for resources between producers of one sector, while there may be no product competition in distribution and sales. Inter-product competition is the competition between substitutes from different industries, that is, between representatives of different industries - manufacturers of products that satisfy the same need. Cross-industry competition is the competition of corporate brands in marketing, the general competition of all brands to attract the attention of a certain segment of consumers. The article shows that all four directions of competition appears in their forms in the activities of Russian universities. The specific forms of competition between Russian universities are revealed. Competition among universities appears in different forms: for social authority and influence; for statuses, titles, and prestige; for exclusive intellectual property, massive data sets, and computing power; for the talents of students; for the talents of teachers; for budget funding; for grant, competitive financing; for donations and endowment funds. Special attention is paid to the forms of competition within partnerships and cooperation between universities. In this form, the bargaining power is used in the distribution of value between the participants in the partnership. Read more...

On normative fixation of rector's competence in management of the competitiveness of Russian universities

The article analyzes the Russian educational and labor legislation, as well as qualification guides and professional standards, in order to determine the regulatory and legal definition of the competence of the heads of Russian universities in managing the competitiveness of educational organizations. The author relies on official sources describing and qualifying the rector’s professional activities in university management in order to identify the requirements for professional managerial competencies that make up the core of the professional leadership of an educational organization, which directly ensure the competitiveness of the university. The author quotes the main legislative provisions establishing the professional status of the rector of a university – the head of a Russian university. As a result of the analysis of legal norms and norms of qualification reference books and professional standards, the author comes to the conclusion that the strategically important competences of higher and secondary leaders of educational organizations to ensure the competitiveness of higher education organizations are currently not represented in the Russian Federation either in qualification reference books or in professional standards. Neither in the state educational standards, nor in the regulatory legal acts of labor and educational legislation. The article concludes with the author’s suggestions and recommendations on the normative reflection in the competences of the heads of Russian universities of the competence in managing the competitiveness of an educational organization. Read more...

Competitive Organizational Competences of the University

The purpose of this article is to reveal the author’s definition of competitive organizational competencies and to offer a tool for its practical perception – a matrix of perception of competitive competencies. For this, the article reveals the terminological difference between competence and competence and confirms the existence of such a difference in relation to not only the individual, but also the university. With regard to the organization, it is also possible to distinguish the knowledge-resource-expert aspect of the organization’s activities and the functional-active aspect. The organization develops collective, distributed, internal abilities (organizational competence) to perform actions that constitute a specific, specific direction of activity (organizational competence). The work describes a matrix of perception of competitive competencies, specially developed by the author, and proposes to use it as an analytical tool for university leaders. The properties of competence, which, on the one hand, reflect its activity content (i.e., the connection with a specific professional activity), and, on the other hand, have a competitive value and make sense in the context of competitive confrontation, are of priority importance. The matrix reflects the degree of proximity of the competence to the core of the business and the degree of uniqueness and specificity of the competence. The matrix of perception of competitive competencies proposed by the author makes it possible to clearly clarify the key, competitive, sectoral, auxiliary (additional), unique competencies of the university. When defining competitive organizational competence, the author discloses two methodological ways to combine competitive and competence-based approaches: to understand competence as a means or as a goal of competition. The author defines competitive organizational competence as a unique organizational ability that cannot be copied by competitors, which allows it to withstand competition at a high level of competitiveness. In this understanding, competitive competencies are not the goal of competition, but a means of competition, an instrument of competition. Read more...