Typology of the University Business Models for Integration into the International Strategic Alliances

被引:0
|
作者
Petrichev, Peter P. [1 ]
Masyuk, Natalya N. [1 ]
Bushueva, Marina A. [2 ]
机构
[1] Vladivostok State Univ Econ & Serv, Vladivostok, Russia
[2] Russian Univ Econ Plekhanov, Ivanovo Branch, Ivanovo, Russia
关键词
business-model; international educational alliance; strategic integration; educational organizations;
D O I
暂无
中图分类号
F [经济];
学科分类号
02 ;
摘要
International educational alliances are a qualitatively new form of integration interaction of educational organizations, taking place against the background of global trends of globalization of world socio-economic processes. The strategy of integration into the world educational space is an integral part of the development strategy of most modem universities. This is facilitated by the development of Internet technologies, various forms of distance learning, network communications, etc., which, in turn, contributes to the intensification of cross-cultural communications and the erasure of national barriers. UNESCO, the United Nations, the World Bank, the Council of Europe and others are actively involved in this process. Within the framework of international inter-university cooperation, exchange programs are organized not only for students but also for teachers, joint research projects are being developed, separate special programs for foreign students, etc. are being created. However, for a full-fledged presence in the international educational space, a university must set itself the strategic goal of it as a priority and restructure its own strategic model for this. This article proposes a typology of university business models, corresponding to various forms of interaction of Russian universities with foreign partners.
引用
收藏
页码:4577 / 4587
页数:11
相关论文
共 50 条
  • [31] A typology of brand alliances and consumer awareness of brand alliance integration
    Newmeyer, Casey E.
    Venkatesh, R.
    Ruth, Julie A.
    Chatterjee, Rabikar
    [J]. MARKETING LETTERS, 2018, 29 (03) : 275 - 289
  • [32] The effects of e-business on the performance of strategic alliances
    Lee, Hung-Wen
    Ding, Jhy-Hong
    [J]. TOTAL QUALITY MANAGEMENT & BUSINESS EXCELLENCE, 2010, 21 (07) : 707 - 724
  • [33] Review on the dimensions of business-university alliances
    Dima, Alina Mihaela
    Hadad, Shahrazad
    Luchian, Iulia
    [J]. PROCEEDINGS OF THE INTERNATIONAL CONFERENCE ON BUSINESS EXCELLENCE, 2017, 11 (01): : 64 - 73
  • [34] Global comparisons of channel integration strategies and strategic alliances
    Yoon, HD
    Morash, EA
    Cooper, MB
    Clinton, SR
    [J]. ADVANCES IN INTERNATIONAL MARKETING, VOL 7, 1996: MARKETING IN ASIA PACIFIC AND BEYOND, 1996, 7 : 3 - 20
  • [35] STRATEGIC AIRLINE ALLIANCES AS A SPECIAL FORM OF COMPANY INTEGRATION
    Kyrylenko, Oksana
    Riazanovska, Viktoria
    Novak, Valentina
    [J]. BALTIC JOURNAL OF ECONOMIC STUDIES, 2019, 5 (01) : 75 - 80
  • [36] Role of international strategic alliances in internationalization of business group affiliated firms-A system dynamics approach
    Mishra, Divya
    Mital, Amita
    Srivastava, Samir K.
    [J]. SYSTEMS RESEARCH AND BEHAVIORAL SCIENCE, 2023, 40 (03) : 552 - 572
  • [37] Strategic destruction of the Western commercial aircraft sector: Implications of systems integration and international risk-sharing business models
    Pritchard, D.
    MacPherson, A.
    [J]. AERONAUTICAL JOURNAL, 2007, 111 (1119): : 327 - 334
  • [38] Strategic destruction of the Western commercial aircraft sector: Implications of systems integration and international risk-sharing business models
    Pritchard, D.
    MacPherson, A.
    [J]. Aeronautical Journal, 2007, 111 (1119): : 327 - 334
  • [39] International business alliances: an incomplete contract approach
    Kasuga, H
    [J]. JAPAN AND THE WORLD ECONOMY, 1999, 11 (04) : 497 - 515
  • [40] An examination of strategic alliances and the origins of international banking in Europe
    ul-Haq, Rehan
    Howcroft, Barry
    [J]. INTERNATIONAL JOURNAL OF SERVICE INDUSTRY MANAGEMENT, 2007, 18 (02): : 120 - 139