Hybridization of financing as a transition strategy to transparent, accountable, and efficient university management: The case of Ukraine
-
DOIhttp://dx.doi.org/10.21511/ppm.20(1).2022.15
-
Article InfoVolume 20 2022, Issue #1, pp. 164-176
- 688 Views
-
258 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
The development of universities in Ukraine requires explicit proposals for the financial component under the hybrid forms of management. A hybrid form is created by combining functional and product divisions, i.e. university staff are required to work on many projects, study programs, and report to multiple managers under a hybrid organizational structure, but not only to the chief of department and the vertical managers over them. The development of universities as public state institutions or as public institutions with the prevailing private financing requires a detailed examination and justification of the possible concourse ways. The study aims to present the theoretical analysis of the hybridization of financing in Ukraine, its ways, abilities, and benefits. This paper presents the findings of a systematic review of the academic literature, as the extant literature has seldom explained what hybridity signifies when it occurs and how it is shown, nothing to say about the practical case, especially in counties like Ukraine. The paper suggested a fine-grained understanding of what constitutes the hybrid nature of financing for a Ukrainian university. Practical use of hybridization of financing in university allows creating a reliable institutional framework for the development of financial autonomy, which is confirmed by analysis of the six largest universities in Ukraine in 2010–2020. Accordingly, this study suggests ways forward by revealing questions toward a better understanding of the hybridization in the higher education of Ukraine.
Acknowledgment
This paper is done in the framework of the grant project “Financial stabilization of classical universities in the context of the global consequences of the COVID-19 pandemic” funded by the National Research Foundation of Ukraine “Science for Human Security and Society” (2020-2021).
- Keywords
-
JEL Classification (Paper profile tab)I22, I23
-
References39
-
Tables4
-
Figures1
-
- Figure 1. Stages of the university’s financial stabilization
-
- Table 1. Accountability of classical universities of Ukraine as of January 1, 2021
- Table 2. Efficiency ranking of classical universities on the share of revenues to the special fund in 2010–2020 (average data)
- Table 3. Universities’ transparency scale
- Table 4. Transparency ranking of classical universities of Ukraine in 2010–2020
-
- Ahrens, T., Ferry, L., & Khalifa, R. (2018). The hybridising of financial and service expertise in English local authority budget control: A practice perspective. Qualitative Research in Accounting & Management, 15(3), 341-357.
- Alexius, S., & Furusten, S. (2019). Managing hybrid organizations: Governance, professionalism and Regulation. Palgrave Macmillan.
- Argento, D., Dobija, D., & Grossi, G. (2020). The disillusion of calculative practices in academia. Qualitative Research in Accounting & Management, 17(1), 1-17.
- Bugrov, V., Sitnicki, M., & Serbin, O. (2021). Strategic management of creative industries: A case study of university information institutions. Problems and Perspectives in Management, 19(2), 453-467.
- de Aquino, A. C. B., & Batley, R. A. (2021). Pathways to hybridization: Assimilation and accommodation of public financial reforms in Brazil. Accounting, Organizations and Society, 101297.
- Enders, J., & Leisytë, L. (2004). The university as a successfully failing organisation? Shifts in governance and new public management in higher education. EGOS Conference. Ljubljana.
- Gehringer, T. (2021). Corporate foundations as hybrid organizations: A systematic review of literature. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 32, 257-275.
- Gomilko, O., Svyrydenko, D., & Terepyshchyi, S. (2016) Hybridity in the higher education of Ukraine: global logic or local idiosyncrasy? Philosophy & Cosmology, 17, 177-199.
- Grossi, G., Dobija, D., & Strzelczyk, W. (2020). The Impact of Competing Institutional Pressures and Logics on the Use of Performance Measurement in Hybrid Universities. Public Performance & Management Review, 43(4), 818-844.
- Grossi, G., Kallio, K. M., Sargiacomo, M., & Skoog, M. (2019). Accounting, performance management systems and accountability changes in knowledge-intensive public organizations: a literature review and research agenda. Accounting, Auditing & Accountability Journal, 33(1), 256-280.
- Grossi, G., Papenfus, U., & Tremblay, M. S. (2015). Corporate governance and accountability of state-owned enterprises: Relevance for science and society and interdisciplinary research perspectives. International Journal of Public Sector Management, 28(4/5), 274-285.
- Haigh, N., & Hoffman, A. J. (2014). The new heretics: Hybrid organizations and the challenges they present to corporate sustainability. Organization & Environment, 27(3), 223-241.
- Kapustian, O., Petlenko, Y., Ryzhov, A., & Kharlamova, G. (2021). Financial sustainability of a Ukrainian university due to the COVID-19 pandemic: A calculative approach. Investment Management and Financial Innovations, 18(4), 340-354.
- Kleinmann, B. (2019). (German) universities as multiple hybrid organizations. Higher Education, 77(6), 1085-1102.
- Koehn, P. H., & Uitto, J. I. (2017). Universities and the sustainable development future: Evaluating higher-education contributions to the 2030 Agenda. Taylor & Francis.
- Kromydas, T. (2017). Rethinking higher education and its relationship with social inequalities: past knowledge, present state and future potential. Palgrave Communications, 3(1).
- Lee, M., Wan, C. D., & Sirat, M. (2017). Hybrid universities in Malaysia. Studies in Higher Education, 42(10), 1870-1886.
- Nikolaiev, Ye., & Dluhopolskyi, O. (2016). Reforma vyshchoi osvity Ukrainy: realizatsiia profilnoho zakonu v 2014–2016 rr. (Shadow Report) [Higher Education Reform in Ukraine: Implementation of the Profile Law in 2014–2016 (Shadow Report)]. (In Ukrainian).
- OECD. (2009). The new dynamics of higher education and research for societal change and development. Paris: UNESCO.
- Oleksiyenko, A. (2016). Higher Education Reforms and Center-Periphery Dilemmas: Ukrainian Universities Between Neo-Soviet and Neo-Liberal Contestations. In J. Zaida, & V. Rust (Eds.), Globalization and Higher Education Reforms (pp. 133-148). Springer, Cham.
- Pachciarek, H., Szarek, M., & Wiaterek, D. (2020). Models of innovation institutions management in the university ecosystem. Zeszyty Naukowe. Organizacja i Zarządzanie/Politechnika Śląska.
- Parker, L. D. (2012). From privatised to hybrid corporatised higher education: A global financial management discourse. Financial Accountability & Management, 28(3), 247-268.
- Petlenko, Yu., Stavytskyy, A., & Kharlamova, G. (2021). Is the endowment fund a panacea for the financial autonomy of classical universities in Ukraine? Problems and Perspectives in Management, 19(3), 396-407.
- Pistor, K., Li, G., & Chun, Z. (2016). The hybridization of China’s financial system. In B. L. Liebman & C. J. Milhaupt (Eds.), Regulating the visible hand?: The Institutional Implications of Chinese State Capitalism (pp. 353-376). Oxford University Press.
- Rago, S., & Venturi, P. (2015). Hybridization as systemic innovation: Italian social enterprise on the move. Proceedings of the EMES International Conference on Social Enterprise-Helsinki. Helsinki, Finland.
- Shandruk, S., & Shatrova, Z. (2015). Higher education reform in Ukraine during the transition period: on the path to renewal. Journal of Education and Practice, 6(6), 135-143.
- Shevchenko, L. S. (2018). A new model of economic activity or privatization of universities? Financial and credit activity: problems of theory and practice, 3(26), 516-522.
- Skelcher, C., & Smith, S. R. (2017). New development: Performance promises and pitfalls in hybrid organizations – five challenges for managers and researchers. Public money & management, 37(6), 425-430.
- Skok, Iu. (2017). Vyshcha osvita v Ukraini: poriadok dennyi dlia reform [Higher education in Ukraine: an agenda for reform] (Policy Paper 28). Konrad Adenauer Stiftung. (In Ukrainian).
- Stavytskyy, A., Dluhopolskyi, O., Kharlamova, G., Karpuk, A., & Osetskyi, V. (2019). Testing the fruitfulness of the institutional environment for the development of innovative-entrepreneurial universities in Ukraine. Problems and Perspectives in Management, 17(4), 274-288.
- The Verkhovna Rada of Ukraine. (2014). Zakon Ukrainy “Pro vyshchu osvitu” [Law of Ukraine “On Higher Education”]. (In Ukrainian).
- UIFuture. (2020, March 8). Maibutnie universytetiv [The future of universities]. (In Ukrainian).
- United Nations (UN). (1998). World Declaration on Higher Education for the Twenty-First Century: Vision and Action.
- Vakkuri, J., & Johanson, J. E. (2020). Failed promises – performance measurement ambiguities in hybrid universities. Qualitative Research in Accounting & Management, 17(1), 33-50.
- Velychko, O., Velychko, L., Khalatur, L., & Roubík, H. (2020). A guarantor in the quality management system of educational programs: a case of Ukrainian universities. Problems and Perspectives in Management, 18(4), 153-166.
- Warshaw, J. B., & Upton, S. (2020). Hybrid logics in the resource strategies of US public research universities. Journal of Further and Higher Education, 44(9), 1289-1303.
- Wortham, L. (2019). Strengthening academic integrity in higher education in Ukraine.
- Yusuf, N. (2017). Changes required in Saudi universities curriculum to meet the demands of 2030 Vision. International Journal of Economics and Finance, 9(9), 111-116.
- Zhykhor, O., Ryeznikov, V., Iafinovych, O., Pohribna, N., & Miedviedkova, N. (2021). Project Management in Universities Under the Global Pandemic: A Focus on Finance. Integrated Computer Technologies in Mechanical Engineering-2020, 188, 667-679.