vovrВысшее образование в России (Vysshee obrazovanie v Rossii = Higher Education in Russia)Vysshee Obrazovanie v Rossii = Higher Education in Russia0869-36172072-0459Moscow Polytechnic University10.31992/0869-3617-2019-29-3-9-23vovr-2136Research ArticleСОЦИОЛОГИЯ ВЫСШЕГО ОБРАЗОВАНИЯSOCIOLOGY OF HIGHER EDUCATIONЦифровизация в высшем образовании: тематическое исследование планов стратегического развитияDigital Transformation in Higher Education: A Case Study on Strategic Planshttps://orcid.org/0000-0002-2996-0721КузуО. Х.KuzuÖ. H.

Кузу Омур Хакан – PhD в области бизнеса, доцент, факультет туризма Бейшехир Али Акканат

Конья

 

Ömür Hakan Kuzu – Dr. (PhD) of Business, Assist. Prof., Beysehir Ali Akkanat Faculty of Tourism

Selcuk University Beysehir Ali Akkanat Campus, Beysehir/Konya 42700

ohkuzu@selcuk.edu.trУниверситет СельчукТурцияSelcuk UniversityTurkey202027032020293923Copyright © Кузу О.Х., 20202020Кузу О.Х.Kuzu Ö.H.Данная работа распространяется под лицензией Creative Commons Attribution 4.0.This work is licensed under a Creative Commons Attribution 4.0 License.https://vovr.elpub.ru/jour/article/view/2136

Целью представленного в статье исследования является определение места цифровизации в стратегическом развитии университетов. Для этого с помощью метода контент-анализа изучались планы стратегического развития 18 университетов Турции, входящих, по оценке мировых рейтингов, в 1000 лучших вузов. Элементы цифровизации, отражённые в планах стратегического развития университетов, были объединены по 4 темам, 14 категориям и 35 кодам. Оказалось, что задачи университетов в области цифровизации относятся прежде всего к категории разнообразия и гибкости технологий обучения, особенно в сфере дистанционного/открытого обучения, в наименьшей степени цифровизация касается научных исследований и социальной сферы. В связи с этим был сделан вывод, что университеты пока не в состоянии распространить цифровизацию за пределы технологического обновления инфраструктуры и внедрить интегральную трансформационную модель. Результаты проведённого исследования сопоставляются с эмпирическими и теоретическими данными, опубликованными в литературе. В исследовании было сделано предположение, имеющее значение для университетов и будущих исследований, которое заключается в том, что университеты Турции сопоставимы с зарубежными университетами, демонстрирующими примеры удачной цифровизации, а применённые количественные и качественные методы могут быть использованы внутренними и внешними стейкхолдерами, особенно теми, кто осуществляет оценку данного сектора.

Digital transformation is considered as an inevitable process for higher education systems like all socio-economic institutions and systems. The digital transformation, which paradoxically incorporates both challenges and conveniences, has to become the focus of corporations’ strategies. The aim of this study is to determine the status of digital transformation in universities’ strategies. For this purpose, the strategic plans of 18 Turkish universities, which ranked at the top 1000 most often in the world rankings, were evaluated with the content analysis method. Findings indicate that expressions about the components of digital transformation in the strategic plans of the universities were gathered under 4 themes, 14 categories and 35 codes. The expressions of the universities about digital transformation are coded under the category of diversity and flexibility of learning technologies, especially education theme and distance/open learning. It is observed that universities have the least digital transformation strategies concerning research and social service missions. In this sense, it was concluded that universities could not perform digital transformation beyond technological infrastructure renewal into an integrated transformation model and strategic vision. The results of the study were compared with empirical and theoretical studies in the literature. For universities and future studies, it was proposed that Turkish universities are compareable with the universities abroad, which show the successful examples of the digital transformation, and that the quantitative and/or qualitative methods related to the subject can be applied by internal and external stakeholders, especially in the sector’s evaluations.

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The authors declare that there are no conflicts of interest present.