Компетентностный подход к реализации стратегических проектов трансформации университетов

Abstract

The article discusses the issue of using a competence-based approach in university transformation projects. The authors argue that this approach is not widely used in the development and execution of strategic initiatives at universities. They believe that these shortcomings reduce the quality of team management and effectiveness of project activities. The aim of the research is to create a competence-role framework for university strategic project teams. The study takes into account the sectoral features and specifics of project implementation. It is based on the results of empirical sociological research conducted by the authors of this article. Twenty-two participants from one of the largest universities in Siberia were interviewed using in-depth, semi-structured interviews. The main hypothesis of the study was that the weak use of a competency-based approach and failure to develop competency-role structures for project teams were the main reasons for this problem. Scientific novelty of this research includes the development of a competence-role model, which demonstrates the distinction between different types of roles in university projects. It also identifies generalized competencies of team members and finds interrelationships between roles and competencies in project teams. The practical significance of this study lies in the objective possibility of applying its findings to the formation of project teams with a view to improving the effectiveness of transformational initiatives. Furthermore, the study's outcomes are intended to enhance the efficiency of strategic programs and bring about qualitative changes across various aspects of university operations.