Affiliation:
1. Kemerovo State University
Abstract
This research article aims at identifying the impact of establishing flagship universities on the dynamics and structure of their income. The study is based on analyzing the growth rate of total income and income per 1 scientific and pedagogical worker in 2019–2020 as compared to 2015 reference year (taking inflation into account), together with finding out changes in the share of off-budget revenues, revenues from research and development work. There are used standard techniques of descriptive statistics, paired Student’s t-test for related samples, Mann-Whitney U-test, and cluster analysis. The total income of all flagship universities has grown, but, however, show deeper differentiation. The group of leaders have increased their revenues by 0,5–1,0 billion rubles in 2015 prices, but a number of universities face stagnated or declining income. The COVID-19 pandemic has had little or no impact on income differentiation and dyna mics. The by-income stratification per 1 scientific and pedagogical worker is lower, which indicates a personnel decrease in a number of clusters with stable or declining income. Neither institution’s joining the first or the second wave of flagship universities nor the availability of special federal funding has a statistically significant relationship with income dynamics. At the same time, the majority of flagship universities get the same stable share of income from research activities and did not decrease their dependence on the budget system. This indicates either the absence of major chan gesor the simultaneous growth of income from research activities and additional funding like federal programs, projects, grants. Not all flagship universities have been able to increase revenues, so the leaders’ experience requires further analysis. The results of the study may possibly be of interest for managers of both flagship and other categories of universities, as well as for those who are going to substantiate management decisions within the latest Priority-2030 program.
Reference36 articles.
1. Marginson S. Obshchestvennye blaga, proizvodimye v vysshikh uchebnykh zavedeniyakh Rossii [The Public Good Created by Higher Education Institutions in Russia]. Voprosy obrazovaniya, 2017, nr 3, pp. 8–36. doi 10.17323/1814-9545-2017-3-8-36. (In Russ.).
2. Williams G. Higher Education: Public Good or Private Commodity? London Review of Education, 2016, vol. 14, nr 1, pp. 131–142. doi 10.18546/LRE.14.1.12. (In Eng.).
3. Navas S. The Start of Something Big? Can Edtech Startups Solve the Biggest Challenges Faced by UK Universities? Available at: https://repository.jisc.ac.uk/7785/1/the-start-of-something-big-edtech-report.pdf (accessed 10.05.2021). (In Eng.).
4. Navas S. The Future of Revenue Diversification in Higher Education. Part 1 – Why Are We Investing in This Space? Available at: https://medium.com/emerge-edtechinsights/the-future-of-revenue-diversification-in-higher-edu-cation-part-1-why-are-we-investing-in-this-d2a0fca8c8d5 (accessed 10.05.2021). (In Eng.).
5. Taylor M. What is Good University Financial Management? Perspectives: Policy and Practice in Higher Education, 2013, vol. 17, nr 4, pp. 141–147. doi 10.1080/13603108.2013.835289. (In Eng.).
Cited by
2 articles.
订阅此论文施引文献
订阅此论文施引文献,注册后可以免费订阅5篇论文的施引文献,订阅后可以查看论文全部施引文献