Target model for the digital strategy transformation of Universities

Bobro Natalia

doi:10.31893/multirev.2025271

Keywords:

digital university

artificial intelligence

digital transformation

educational platforms

Abstract

This article focuses on developing a target model for the digital transformation strategy of universities amid global challenges driven by the Fourth Industrial Revolution and the rapid spread of digital technologies. As key players in regional and national economic development, universities must radically transform their structures, management, and educational approaches. Modern universities cannot rely solely on traditional educational activities but must adapt to the digital age by integrating advanced technologies such as Big Data, artificial intelligence, blockchain, and interactive educational platforms. This study aims to establish a model for a university digital strategy that enables effective integration of digital technologies across all operational aspects. It examines existing university digitalization approaches, highlighting key challenges and opportunities. The paper analyzes digital technology’s impact on education, university management, and research, proposing a novel approach to defining critical infrastructure that meets digital economy demands and ensures rapid adaptation to external changes. Additionally, the paper addresses access management to university resources, essential for digital-age functionality. The proposed digital strategy principles are designed to enhance competitiveness among global educational centers, emphasizing digital platform integration and the development of proprietary educational resources and platforms for collaboration with other institutions. The study concludes that a university’s success in the digital era depends on its capacity to respond swiftly to emerging challenges and leverage innovative technologies to optimize its operations.
References
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18. Safarli, C., Kolach, S., Zhyvko, M., Volskyi, O., & Bobro, N. (2024). The impact of globalization on the formation and implementation of international investment strategies. Economic Affairs, 69(3), 64–70. https://doi.org/10.46852/0424-2513.4.2024.25
19. Shams, R. S. M., & Belyaeva, Z. (2019). Quality assurance driving factors as antecedents of knowledge management: A stakeholder-focused perspective in higher education. Journal of the Knowledge Economy, 10(2), 423–436. https://doi.org/10.1007/s13132-017-0472-2
20. Skliarenko, O. V., Yahodzinskyi, S. M., Nikolaievskyi, O. Iu., & Nevzorov, A. V. (2024). Digital interactive learning technologies as an integral part of the modern educational process. Innovatsiina Pedahohika, 68(2), 51–55. https://doi.org/10.32782/2663-6085/2024/68.2.51
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22. Yahodzinskyi, S. M. (2015). Global information networks in a sociocultural perspective. Ahrar Media Hrup.

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

How to cite

Natalia, B. (2025). Target model for the digital strategy transformation of Universities. Multidisciplinary Reviews, 8(9), 2025271. https://doi.org/10.31893/multirev.2025271

[1] Belfield, C. (2003). Economic principles for education. In S. Belfield (Ed.), Theory and Evidence (pp. 144–162). Edward Elgar Publisher, Cheltenham, UK. https://doi.org/10.1016/S0272-7757(01)00061-9

[2] Belfield, C. R., & Levin, H. M. (2002). The effects of competition on educational outcomes: A review of U.S. evidence. Review of Education Research, 72(2), 279–341. https://doi.org/10.3102/00346543072002279

[3] Bobro, N. (2024). Digital technologies in the context of economic systems development. International Journal of Economics and Business Administration, 12(2), 64–70. https://doi.org/10.35808/ijeba/842

[4] Bok, D. (2004). Universities in the Marketplace: The Commercialization of Higher Education. Princeton, Oxford: Princeton University Press.

[5] Bramwell, A., & Wolfe, D. A. (2008). Universities and regional economic development: The entrepreneurial University of Waterloo. Research Policy, 37(8), 1175–1187. https://doi.org/10.1016/j.respol.2008.04.016

[6] Brankovic, J., Ringel, L., & Werron, T. (2018). How rankings produce competition: The case of global university rankings. Zeitschrift Für Soziologie, 47(4), 270–288. https://doi.org/10.1515/zfsoz-2018-0118

[7] Copeland, T., Koller, T., & Murrin, J. (1999). Company Valuation. Panem – John Wiley & Sons.

[8] Etzkowitz, H. (2017). Innovation lodestar: The entrepreneurial university in a stellar knowledge firmament. Technological Forecasting and Social Change, 123, 122–129.

[9] Huk, P. V., & Skliarenko, O. V. (2022). Economic feasibility of modernization of enterprises using automated systems. Ekonomika i Upravlinnia, 2, 103–112. https://doi.org/10.36919/2312-7812.2.2022.103

[10] Khomenko, O. O., Paustovska, M. V., & Onyshchuk, I. A. (2024). The influence of interactive technologies on the learning process and the development of higher education students. Naukovi Innovatsii ta Peredovi Tekhnolohii, 5(33), 1222–1231. https://doi.org/10.52058/2786-5274-2024-5(33)-1222-1231

[11] Kirby, D. A. (2006). Creating entrepreneurial universities in the UK: Applying entrepreneurship theory to practice. The Journal of Technology Transfer, 31(5), 599–603.

[12] Lin, L. (2020). An evaluation system and its model for educational competitiveness of universities. International Journal of Emerging Technologies in Learning, 15(11), 188–201. https://doi.org/10.3991/IJET.V15I11.14521

[13] Loi, M., & Di Guardo, M. (2015). The third mission of universities: An investigation of the espoused values. Science and Public Policy, 42(6), 855–870. https://doi.org/10.1093/scipol/scv012

[14] Lopuschnyak, H. N., Chala, O., & Poplavska, O. (2021). Socioeconomic determinants of the ecosystem of sustainable development of Ukraine. IOP Conference Series: Earth and Environmental Science, 915(1), 1–9. https://doi.org/10.1088/1755-1315/915/1/012019

[15] Lysenko, S., Bobro, N., Korsunova, K., Vasylchyshyn, O., & Tatarchenko, E. (2024). The role of artificial intelligence in cybersecurity: Automation of protection and detection of threats. Economic Affairs, 69, 43–51. https://doi.org/10.46852/0424-2513.1.2024.6

[16] Lyytinen, A., Kohtamäki, V., Kivistö, J., et al. (2017). Scenarios of quality assurance of stakeholder relationships in Finnish higher education institutions. Quality in Higher Education, 23(1), 35–49. https://doi.org/10.1080/1358311.2017.1294410

[17] Norton, D., & Kaplan, R. (2003). Balanced Scorecard. From Strategy to Action. CJSC "Olymp-Business".

[18] Safarli, C., Kolach, S., Zhyvko, M., Volskyi, O., & Bobro, N. (2024). The impact of globalization on the formation and implementation of international investment strategies. Economic Affairs, 69(3), 64–70. https://doi.org/10.46852/0424-2513.4.2024.25

[19] Shams, R. S. M., & Belyaeva, Z. (2019). Quality assurance driving factors as antecedents of knowledge management: A stakeholder-focused perspective in higher education. Journal of the Knowledge Economy, 10(2), 423–436. https://doi.org/10.1007/s13132-017-0472-2

[20] Skliarenko, O. V., Yahodzinskyi, S. M., Nikolaievskyi, O. Iu., & Nevzorov, A. V. (2024). Digital interactive learning technologies as an integral part of the modern educational process. Innovatsiina Pedahohika, 68(2), 51–55. https://doi.org/10.32782/2663-6085/2024/68.2.51

[21] UNESCO. (n.d.). Need to know: Digital education. https://www.unesco.org/en/digital-education/need-know. Accessed on December 03, 2024.

[22] Yahodzinskyi, S. M. (2015). Global information networks in a sociocultural perspective. Ahrar Media Hrup.

Abstract

References

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