Understanding Identity, Hierarchy, and Rationality in Kazakhstani Regional Universities through Their Strategic Plans

• In Event: Higher education: Internationalisation, quality and governance

Proposal

Universities have expanded their roles beyond teaching and research to actively contribute to social and economic development, a trend known as the Third Mission, and also shifted to New Public Management along with meeting multiple pressures and shaping global and local identities. University identities are often articulated through mission statements and strategic plans as they navigate pressures for uniqueness and autonomy amidst escalating global competition and increasing participation in global rankings (Jungblut & Jungblut, 2016; Khalifa et al., 2023). In this competitive landscape, universities develop hybrid identities to meet both global and national expectations, with US institutions exemplifying this trend by balancing similarity and uniqueness in their identities (Holmén, 2022; Khalifa et al., 2023). Cultural and historical contexts heavily influence governance structures and autonomy levels (Holmén, 2022), with tensions persisting between state influence, market forces, and academic leadership (Ramirez-Cardona & Calderón-Hernández, 2024). This challenge is particularly pronounced in developing countries like Kazakhstan, where regional universities face unique pressures distinct from their national counterparts, which are often located in capital cities with greater access to resources (Anafinova, 2020). Despite extensive research on university strategic plans and missions, there is a notable gap in studies focusing on the organizational transformation of regional universities in post-Soviet countries. This study specifically investigates how Kazakhstani regional universities develop their identities, organizational structures, and rational processes through their strategic development programs. Utilizing Seeber et al.'s (2014) framework, the research examines the organizational form of these universities across three dimensions: identity, hierarchy, and rationality.
The organizational form of regional universities in Kazakhstan was examined across three dimensions—identity, hierarchy, and rationality—using Seeber et al.'s (2014) framework. Identity involves the symbolic and cognitive aspects of an institution, reflecting its uniqueness through a distinct mission and approaches (Seeber et al., 2014). This is achieved by constructing boundaries to protect from external influences, controlling resources, and asserting uniqueness. Hierarchy relates to authority structures, where centralized decision-making and clear managerial roles guide organizational strategy (Seeber et al., 2014). This involves centralizing coordination, allocating responsibilities, and constructing management roles to ensure clarity in power dynamics. Rationality focuses on structured approaches to achieving organizational goals, such as setting objectives and evaluating outcomes, enabling management to maintain control through systematic decision-making (Seeber et al., 2014).
The study employs a qualitative analysis of strategic development programs from 15 regional multidisciplinary universities in Kazakhstan, collected in August 2024 from publicly available strategic plans. Through conventional content analysis, utilizing De Boer et al. (2007) and Seeber et al. (2014) frameworks in NVivo12 software, the study identified themes related to identity, hierarchy, and rationality. Analysis revealed that these strategic plans are heavily influenced by governmental policies and align with the Strategic Development Plan of the Ministry of Higher Education and Science, indicating significant government involvement.
The strategic development programs are structured with components like mission statements, contextual information, and detailed action plans, highlighting a shift towards New Public Management. Local and global discourses shape their objectives, while regional universities also address specific challenges, such as enhancing research capacity and managing talent. The findings illustrate how Kazakhstani regional universities navigate the dual demands of adhering to national directives while developing unique institutional identities and strategic goals. This study makes a significant contribution by filling a research gap concerning the strategic development and identity formation of regional universities in post-Soviet contexts, specifically Kazakhstan. By applying established frameworks to analyze the strategic plans of these institutions, the research provides a nuanced understanding of how regional universities navigate the interplay between government mandates and their own identity-building efforts. It offers valuable insights into the strategies these universities employ to maintain relevancy and effectiveness in the face of both local challenges and global influences. Furthermore, the findings can guide policymakers and educational leaders in crafting policies and strategies that better support regional universities in achieving their unique missions while aligning with national and global standards.

Authors

• Zhadyra Makhmetova, Nazarbayev University Graduate School of Education

• Ahmet Aypay, Nazarbayev University Graduate School of Education

• Alper Calikoglu

• Saule Yeszhanova, Nazarbayev Univeity