Abstract
There are several approaches in the world to determining the criteria for assessing a state’s education policy. But despite the differences, they all document the growing role of modern universities in the development of society. In many respects it is important both in terms of guaranteeing the sustainability of society and in terms of ensuring a breakthrough direction in its development. In contrast to recent times, this role has grown significantly. Due to the fairly conservative and limited social system in its function, such universities become a central link in the development of innovative economies and social spheres – the science that produces the socio-economic development of a particular region, Education, innovation centers, national or as well as global processes. In University 3.0, the third mission (innovation and commercialization of knowledge) is considered as important as the first two (education and science). Therefore, such universities in the knowledge economy become an instrument for economic growth and they trade closely with companies and governments. In other words, the scientific activity of a university is no longer “self”. It aims to produce results that can be sold (commercialized), used externally and introduced into production. Around the world, states are trying to stimulate and support these processes. In many countries, this is facilitated by opposition from high-tech companies to the reduction of the final amount of independent basic and applied research, in favor of collaborating with universities on basic research projects. As part of its innovative activities, University 3.0 is involved in supporting business activities, analysis and consultation by experts from local governments and local authorities, opening facilities, infrastructure for citizens, monitoring regional development, services to citizens are provided for lifelong learning and support student entrepreneurship projects that take into account the interests of the community. The university model of the regional innovation system suggests that universities play a fundamental role in the interactive innovation process. In this model, the university is a major producer of knowledge that can act as a link between innovation and production at the regional level.
Highlights
In a highly competitive and rapidly changing environment, modern universities respond to internal problems, and to the extent to which they respond to and influence environmental changes. The implementation of these provisions is possible on the basis of a strategic approach to university management, which can be traced in the educational policy of the state and provides leadership
The advantages of educational policy in the implementation of strategic planning: the ability to determine the direction of development of the university
It is extremely important to analyze the strategic directions of the development of education in the United States in the context of its use as a "soft power", as well as to identify specific mechanisms that allow this state to achieve the most effective results from this use
Summary
In a highly competitive and rapidly changing environment, modern universities respond to internal problems, and to the extent to which they respond to and influence environmental changes The implementation of these provisions is possible on the basis of a strategic approach to university management, which can be traced in the educational policy of the state and provides leadership. The advantages of educational policy in the implementation of strategic planning: the ability to determine the direction of development of the university This provides the coherence and coordination required for administrative action, the ability to instill confidence and a solid foundation in university staff in the face of ever-increasing uncertainty in the future, to shape the institution's uniqueness, consolidate the university community, attract new resources and increase the university's competitiveness in many ways. By concentrating limited resources in key areas, the interests of stakeholders such as students, alumni-employers, funding structures, and internal stakeholders such as faculty and staff are enhanced
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More From: International Journal of Innovation and Economic Development
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