Conceptual Model of Managing the Transformation of a Higher Education Institution into an Entrepreneurial University

Abstract

The article develops and theoretically substantiates a conceptual model for managing the transformation of a higher education institution into an entrepreneurial university through the integration of strategic and project-based management approaches. The study employs general scientific and specialized methods, including analysis and synthesis, systemic and process-based approaches, comparative analysis of innovation helix models, structural-functional analysis, and conceptual modeling. These methods were used to identify key transformation drivers, management mechanisms, and performance assessment tools. The research proposes a process-oriented conceptual model structured as a closed strategic management cycle comprising environmental diagnostics, strategic analysis, strategic planning, and strategic control. The model conceptualizes the university as an open socio-economic system and emphasizes the interconnection between educational, research, innovation, and commercialization activities. A system of quantitative and qualitative indicators is developed to assess entrepreneurial activity, innovation capacity, resource efficiency, competitiveness, and international integration of HEIs. Additionally, an algorithm for assessing institutional readiness for transformation is proposed, accounting for human capital, organizational culture, resource availability, and stakeholder engagement. The findings confirm that the integration of strategic and project-based approaches enhances management effectiveness and reduces transformation risks. Further research should focus on empirical testing of the proposed model across different types of higher education institutions and on adapting the framework to digital transformation and global innovation networks.