Aug 2026· Vietnam Journal of Education· 0 citations· 44 references
Abstract
Higher education is being required to contribute more directly to national development, yet most instruments through which the state currently measures university performance are originally designed for other purposes. Not many are designed to steer the intermediate space between minimum compliance and frontier research performance, where most universities in an absorption-stage economy compete. This paper reframes the problem as one of governance rather than measurement, and develops a governance theory of policy-instrument portfolios organised around distinct governance objects. Drawing on that theory, the Vietnamese Multidimensional Impact Assessment Framework (V-MIAF) is derived as a steering instrument for the currently under-occupied governance space. Five domains are specified, namely workforce skill fit, economic value of knowledge, venture sustainability, collaborative integration, and institutional integrity, with integrity operating as a substrate that conditions the legitimacy of contribution generated elsewhere. Documentary analysis of 2024 institutional reporting from four Vietnamese universities illustrates the analytical visibility the account creates, and a two-gate design couples V-MIAF to Circular 20/2026 and the Autonomy Decree. The contribution is a governance-theoretic account of university impact assessment, an integrity-substrate design, and a portable conceptual logic.
Ethiopia has entered a pivotal moment in the evolution of its higher education system. The University Autonomy Proclamation No. 1294/2023 redefines the relationship between the state and its 47 public universities by granting academic, administrative, and financial self-governance within a performance-accountability framework. Addis Ababa University (AAU), designated in August 2023 as the country’s first formally autonomous institution, now serves as the system’s prototype. This article analyzes the governance, leadership, financial, data, and cultural conditions under which autonomy can advance Ethiopia’s knowledge-economy aspirations. Drawing on global higher education governance frameworks, it argues that autonomy is not a legal status but an institutional design challenge requiring coordinated reform across multiple domains. Ethiopian Airlines Group is used as an analytical analogy—“a wholly state-owned enterprise that has achieved global competitiveness through professional leadership, diversified revenue, long-term strategy, and embedded performance accountability”—to illustrate how state stewardship can coexist with operational independence. The article concludes with design principles, implementation risks, and a research agenda for African higher education autonomy.
Anna M. Waterman· Journal of Leadership, Accou...· 0 citations
Electronic governance (E-Governance) is increasingly positioned as the institutional backbone of universities in Indonesia navigating the transformation toward Legal Entity University status (PTN-BH). Yet precisely how digital governance investment translates into measurable university performance remains theoretically underexplored in Islamic higher education contexts. This study interrogates that question by applying DeLone and McLean's Information Systems Success Model adapted to the PTN-BH setting at UIN Sunan Ampel Surabaya, using Structural Equation Modeling (SEM) with 250 respondents drawn from the academic community. The findings reveal a selective and indirect influence pattern: E-Governance does not elevate performance directly, nor does service quality though significantly improved by digital governance function as a meaningful performance bridge. Instead, the pathway from electronic governance to institutional excellence runs specifically through innovation quality and operational quality, which serve as the genuine performance levers in the PTN-BH transition landscape. This pattern reframes the logic of digital governance investment in higher education: advancing e-governance alone is insufficient; its impact on performance depends on which quality dimension absorbs and transmits the governance improvement. For university administrators and policymakers, the implication is clear digital transformation agendas for PTN-BH aspirants must be strategically anchored in strengthening research capacity and operational efficiency, rather than solely targeting service delivery improvements.
Unknown authors· Fundamental and Applied Mana...· 0 citations
This paper investigates the strategic alignment between digital transformation and environmental sustainability in higher education institutions. Addressing the “siloed” management of these domains, this paper aims to determine whether digitalization is governed merely as an operational tool for control or as a systemic catalyst for closing the “efficiency gap” between institutional intent and environmental performance.
Adopting a qualitative multiple case study approach, this research uses a purposive maximum variation sampling strategy to analyze the strategic plans (2020–2030) of four Spanish universities with distinct institutional logics. A thematic content analysis was conducted using a hybrid deductive-inductive coding matrix, ensuring that theoretical grounding in quality assurance and financial sustainability is enriched by empirical discovery.
The analysis identifies a Governance Maturity Taxonomy composed of four stages (Differentiation, Control, Integration and Optimization). Findings reveal that digital maturity reduces information asymmetry but is, on its own, insufficient to guarantee ecological impact. Genuine “Optimized Efficiency” emerges only when digital tools are coupled with the “human-in-the-loop” – characterized by participatory leadership and community involvement – which acts as the decisive mediator required to overcome this structural misalignment.
This study looks beyond isolated technical metrics by positioning digital transformation as the institutional “nervous system” that supports a sustainable and resilient campus. It aspires to serve as a strategic compass, helping university leaders move from fragmented operational control toward a more integrated, data-driven stewardship. By harmonizing technological progress with environmental care, higher education institutions can more naturally fulfill their role as living laboratories for SDG 11 (Sustainable Cities and Communities) and SDG 13 (Climate Action), illustrating how institutional excellence can be redefined as a compassionate and purposeful response to the planetary crisis.
Yolanda Ramírez, Francisco Montero· International Journal of Sus...· 0 citations
This article explores the discrepancy between the strategic value that universities place on the ranking-related competencies and how effectively these are being implemented. It involves a structured strategic-lever prioritisation exercise with four universities in Uzbekistan, namely, the New Uzbekistan University, Namangan State Technical University, Nizami State Pedagogical University and the National University of Uzbekistan. The 15 strategic levers were individually assessed for their importance in terms of ranking improvement and level of implementation in the organization. The article builds on the resource-based view and dynamic capabilities and strategic gap analysis to define the term "governance-readiness capability gap": the gap between what an institution perceives as strategically required and what it possesses organisational capacity to implement. The analysis indicates that there are substantive variations between institutional profiles. A major external evaluator dependence is on independently verified data, while a consistent lack of institutional discipline in collecting and submitting data is a weakness across institutions. The article makes the point that setting priorities without an assessment of capabilities can create unrealistic priorities and that treating all gaps as being of equal importance can lower a manager's priorities. A capability-gap approach, on the other hand, can support universities to prioritize investments, make strategic decisions and create different development trajectories.
Muxlisa Xamidova· Ilgʻor iqtisodiyot va pedago...· 0 citations
Inaccessibility to peer-reviewed literature has long constrained Indian scholarship, especially given the rising cost of access, sectoral consortia, multiple points of procurement, and libraries’ inability to keep pace with these changes due to limited budgets. The One Nation One Subscription (ONOS) scheme, which was approved by the Union Cabinet in November 2024, stands as the Government of India’s answer to these structural weaknesses, with a cost amounting to INR 6,000 crore over 3 years and an annual amount of INR 150 crore for Article Processing Charge (APC) support from January 1, 2025. This study aims to step out of the descriptive narratives of ONOS and theorise ONOS as a managed national knowledge infrastructure. This study proposes a five-layered conceptual framework to connect policy inputs and outputs vis-à-vis access to public goods, governance and market mediation, institutional mediation, access outcomes, and system-level effects, with explicit feedback loops as a function of public goods, resource-based and diffusion of innovations theories, and the political economy of scholarly publishing. Data analysis was conducted through a qualitative and interpretive documentary approach by focusing on official policy instruments, government communications, and peer-reviewed literature obtained from Scopus during the period 2010-2025. This analysis suggests that there is substantial potential in ONOS for access equity, bargaining power, and national research capacity, while there are unanswered tensions with regard to disciplinary coverage, integration with open access, concentration of publishers, financial sustainability, institutional autonomy, and the digital divide. The framework shows that the legitimacy of a national license hinges on governance quality and is shaped by the role of Library and Information Science (LIS) professionals. Directions for policy refinement and an empirical research agenda based on the framework are also provided in this study.
Dubakula Durga Prasad, Rajesh Rangappa Aldarthi· Journal of Information and K...· 0 citations
The article proposes the Digital Infrastructure Governance and Selection (DIGS) framework, which combines seven decision domains with six stage gates spanning problem definition, mandatory assurance, comparative assessment, controlled piloting, contracting and implementation, and lifecycle review and is a transparent decision aid rather than a statistically validated prediction model.
Fatema Akter· International Journal of Sci...· 0 citations
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