STRATEGIC MANAGEMENT OF INTERNATIONAL COOPERATION IN A TRANSPORT HIGHER EDUCATION INSTITUTION: FROM ACTIVITY INDICATORS TO OUTCOME INDICATORS (THE CASE OF TASHKENT STATE TRANSPORT UNIVERSITY, 2020–2025)
- Authors
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Nazira Raxmonova
Tashkent State Transport University, Uzbekistan -
Baxodir To‘rayev
Academic Supervisor, Uzbekistan
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- Keywords:
- internationalization of higher education, strategic management, transport university, joint educational programs, academic mobility, Balanced Scorecard, Triple Helix, Uzbekistan
- Abstract
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Objective: This article analyzes the international cooperation indicators of Tashkent State Transport University (TSTU) for 2020–2025 in the context of internationalization theory and Uzbekistan's national higher education reforms. Method: Using the university's internal data, a national policy document, and international scholarly sources. Results: The study finds a strong quantitative expansion: international agreements grew from 9 to 257, foreign centers and laboratories from none to more than 15, staff trained abroad from 28 to 180 per year, and grants and investments from USD 1.7 million to USD 10.8 million. However, most reported indicators describe inputs and activities; outcome indicators such as graduate employment, employer assessment, and laboratory utilization are not systematically tracked. The study is limited by its reliance on unaudited institutional data and the absence of employer and graduate survey data, which are identified as priorities for further research. Novelty: Drawing on the Balanced Scorecard, the Triple Helix model and the PDCA cycle, the paper proposes a four-perspective strategic management model for international cooperation in transport universities, informed by the Luban Workshop experience and Uzbekistan's transnational education policy.
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