Corporate Governance in Organizations of Higher and Postgraduate Education as Leverage Point for Pathways to the Tourism Development
Abstract
The purpose of this study is to analyze corporate governance in higher and postgraduate educational institutions and its impact on the development of tourism, under the conditions of globalization changes taking place around the world. Applying a research methodology lens, we identified main priority points for intervention (leverage points) which appear to be a key for the decisional factors which aimed to boost development of tourism through transformative changes initiated by the government, business, civil society and academia.
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[2] CHinayeva T.I. 2018. The main trends in the development of the international market of educational services. Statistics and Economics, 1(7): 60–68. DOI: https://doi.org/10.21686/2500-3925-2018-1-6068
[3] Dinh, T.V. 2020. Academic Entrepreneurialism and The Entrepreneurial University Model and Policy Implication for Vietnam. Economics and Business, 4(36): 75-81. DOI: https://doi.org/10.25073/2588-1108/vnueab.4375
[4] Dunaeva, Yu. G. 2018. Information technologies of education as tools of university education. Labor Economics, 2(7): 103-109. Available at: http://www.rppe.ru/
[5] Etzkowitz, H., Ranga, M., Dzisah, J., and Zhou, C. 2018. University-Industry Government Interaction: The Triple Helix Model of Innovation. Asia Pacific Tech, 24(1): 14-23.
[6] Feng, G. 2020. Development of Informatization Innovation of University Education Management under the Era of Big Data. Innovative Computing, 675: 1343-1350. DOI: 10.1007/978-981-15-5959-4_164
[7] Kabir, M. 2021. An Evaluation of Corporate Governance in Higher Education. Journal of Marketing and Sales Management, 2(5): 54-62.
[8] Kooli, C. 2019. Governing and managing higher education institutions: The quality audit contributions. Evaluation and Program Planning, 77: 713-722. DOI: https://doi.org/10.1016/j.evalprogplan.2019.101713
[9] Kudina, M.V., and Sukhareva, M.A. 2018. Social and humanitarian education in the knowledge economy. Knowledge Economy, 12(65): 5-14.
[10] Laksov, K.B., and McGrath, C. 2020. Failure as a catalyst for learning: towards deliberate reflection in academic development work. International Journal for Academic Development, 1(25): 1-4. DOI:https://doi.org/10.1080/1360144X.2020.1717783
[11] Lazić, Z., Đorđević, A., and Gazizulina, A. 2021. Improvement of Quality of Higher Education Institutions as a Basis for Improvement of Quality of Life. Sustainability, 13(8): 4149 - 4157. DOI:https://doi.org/10.3390/su13084149
[12] Marques, M.C.C. 2017. Corporate Governance and International Audit in Public Higher Education Institutions in Portugal. Rev. Guillermo de Ockham, 15(1): 121-130. DOI: http://dx.doi.org/10.21500/22563202.3187
[13] Marwan, M. Abdeldayem, S., and Aldulaimi, H. 2018. Corporate Governance Practices in Higher Education Institutions: The UK vs Bahrain. International Journal of Learning and Development, 8(4): 29-43. Available at: http://www.macrothink.org/journal/index.php/ijld/article/download/13841/10934
[14] Navarro, A., J.-L., Andrés Martínez M.-E., and Mondéjar Jiménez J.-A. 2020. An approach to measuring sustainable tourism at the local level in Europe. Current Issues in Tourism, 23(4): 423–437. DOI:https://doi.org/10.1080/13683500.2019.1579174
[15] Omarova, A., et al. 2021. Analysis of the development of innovative activities of the tourism industry in the influence of pandemic. Journal of Environmental Management and Tourism, 12(6): 1442–1453
[16] Popirlan, C.I., and Stefanescu, L. 2011. A Multi-agent Approach for Adaptive Virtual Organization Using JADE. In: Bouchachia, A. (eds) Adaptive and Intelligent Systems. ICAIS 2011. Lecture Notes in Computer Science, vol 6943. Springer, Berlin, Heidelberg. DOI: https://doi.org/10.1007/978-3-642-23857-4_34
[17] Sandita, A.V., and Popirlan, C.I. 2015. Developing A Multi-Agent System in JADE for Information Management in Educational Competence Domains, Procedia Economics and Finance, 23: 478 – 486. DOI:https://doi.org/10.1016/S2212-5671(15)00404-9
[18] Stefanescu, L., and Stefanescu, A. 2008. The need of knowledge management strategy for the successfully implementation of reengineering projects, ICFAI University Journal of Knowledge Management, 6(6): 51-60. Available at: https://www.iupindia.in/1108/IJKM_Knowledge_Management_Strategy_51.html
[19] Sutherland, K. A. 2018. Holistic academic development: Is it time to think more broadly about the academic development project? International Journal for Academic Development, 23(4): 261–273.
[20] Tang, C.F. 2020. The threshold effects of educational tourism on economic growth. Current Issues in Tourism, 24(1): 33–48. DOI: https://doi.org/10.1080/13683500.2019.1694869
[21] Vergori, A.S., and Arima, S. 2020. Cultural and non-cultural tourism: Evidence from Italian experience. Tourism Management, 78: 104058. DOI: https://doi.org/10.1016/j.tourman.2019.104058
[22] Wijngaards-de Meij, L. and Merx, S. 2018. Improving curriculum alignment and achieving learning goals by making the curriculum visible, International Journal for Academic Development, 3(23): 219-231.
[23] Yudianto, I., Mulyani, S., Fahmi, M., and Winarningsih, S. 2021. The Influence of Good University Governance and Intellectual Capital on University Performance in Indonesia. Academic Journal of Interdisciplinary Studies, 1(10): 4-11. Available at: https://creativecommons.org/licenses/by-nc/4.0/
[24] Yuvitsa, N.V. 2017. Strategic planning and state management of Kazakhstan. International Journal of Experimental Education, 3-2: 247-249 Available at: http://www.expeducation.ru/ru/article/view?id=6832
[25] *** Decree of the Government of the Republic of Kazakhstan. 2019. No. 988 On approval of the State Program for the Development of Education and Science of the Republic of Kazakhstan for 2020-2025
[26] *** Education and innovation for digital transformation. Development Strategy Astana IT University for 2020-2025. 2020. Nur-Sultan, 58p. Available at: https://astanait.edu.kz/
[27] *** Law of the Republic of Kazakhstan. 2007. On Education No. 319 (with amendments and additions as of 04.19.2019)
[28] *** National ranking of the best universities in Kazakhstan. 2019. Kazakh truth, 96p. Available at: https://www.kazpravda.kz
[29] *** National ranking of the best universities in Kazakhstan. 2020. Available at: https://www.kazpravda.kz
[30] *** National report on the state and development of the education system of the Republic of Kazakhstan. 2021. IAC, 64p.
[31] *** OECD. 2019. Comprehensive Country Review of Kazakhstan: Part 1. Preliminary Assessment. OECD Development Paths.
[32] *** Official resource of Almaty Management University (AlmaU).
[33] *** Official resource of Impact Rankings. 2020. Available at: www.timeshighereducation.com
[34] *** Official resource of the Committee on Statistics of the Republic of Kazakhstan. Available at: https://www.stat.gov.kz
[35] *** Official resource of the Ministry of National Economy of the Republic of Kazakhstan. Available at: https://economy.gov.kz
[36] *** Report on the results of the external expert commission for assessing compliance with the standards of specialized accreditation of the educational program "Tourism" for the 2016-2020 academic year.
Published
2022-09-30
How to Cite
ISMURATOV, Daniyar et al.
Corporate Governance in Organizations of Higher and Postgraduate Education as Leverage Point for Pathways to the Tourism Development.
Journal of Environmental Management and Tourism, [S.l.], v. 13, n. 6, p. 1658-1671, sep. 2022.
ISSN 2068-7729.
Available at: <https://journals.aserspublishing.eu/jemt/article/view/7278>. Date accessed: 23 nov. 2024.
Section
Article
Copyright© 2024 The Author(s). Published by ASERS Publishing 2024. This is an open access article distributed under the terms of CC-BY 4.0 license.