Позитивные изменения. Том 3, № 3 (2023). Positive changes. Volume 3, Issue 3 (2023) - Редакция журнала «Позитивные изменения»

capable of executing projects for the socio-economic advancement of strategic sectors in both the regional and national economies. At present, the Faculty of Advanced Qualification and Professional Retraining offers training across more than 300 supplementary programs in professional education, ranging from premedical first aid to mastering cutting-edge techniques in promoting handmade products and neural network technologies in machine learning. Continuous education programs cater to various age groups. For instance, during the 2022–2023 academic year, high school students were presented with a diverse range of additional general education programs, aiming to facilitate decision-making on future profession and preparation for university enrollment. Simultaneously, the older generation could participate in programs tailored to the competencies sought after by this age group, as defined by the WorldSkills standard. To facilitate the dynamic exchange of knowledge and the commercialization of scientific breakthroughs, the university has established a project office. This office formulates the regulatory framework for project management, provides expert assessments of project proposals, and uses The Boiling Point, KSU’s discussion club, to develop plans and outcomes associated with the commercial application of university competencies and technologies in industrial or consumer-oriented products and processes.

There are two primary avenues for engaging student youth into the socio-economic activity of the region. The first revolves around student project initiatives. Annually, the university sees students participating in around 150 projects of diverse formats, with many of these projects being student-initiated. The second avenue is the involvement of university students in volunteering and community service. More than 20 volunteer associations act under the university’s auspices, ready to provide assistance to various demographics in the region. These associations include the KSU Volunteer Center, the people’s volunteer brigade, a legal clinic, the Financial Literacy Center, the Family and Maternity Protection Center, etc. Moreover, students actively volunteer at nationwide and international events such as the World and European Championships, the World University Games, and various forums. Faculty and staff of the university participate in the activities of non-profit organizations spanning regional and national levels. They also have representation within the Kursk Region’s Public Chamber.

The university’s third mission serves as a conduit for positive changes within the regional community, achieved through active participation in the socio-economic life of the region.

The Strategic Development Program for Kursk State University is an evolving document, consistently updated to align with the prevailing challenges of the era and the inventive ideas from scholars, educators, and students alike. The university boasts an excess of 200 projects, with many transcending the initial two university missions. These projects reach out to involve residents of the Kursk Region, as well as individuals from other Russian regions and foreign locales. Some notable initiatives include:

• Hosting a variety of festivals (folklore, street art and culture, children’s creative contests, adaptive sports, and more);

• Conducting exploratory expeditions under the “Memory Watch” banner;

• Establishing an Adult Literacy Center, conducting expert evaluations of the operational effectiveness of regional development institutions;

• Producing annual Reports on the state of civil society within the region;

• Hosting an array of workshops (speech technologies, Russian language and culture, volunteerism, an online theological school, cultural-anthropological programs), and much more.

The work invested in these initiatives echoes the profound transformation of KSU into a university-based center driving innovative social and technological advancement within the region.

KEY ELEMENTS FOR SUCCESS IN STRATEGY EXECUTION: FINDINGS FROM AN ORGANIZATIONAL IDENTITY STUDY

A pivotal driver in the university’s advancement and the realization of its strategic objectives, particularly within the realm of its third mission, is the reinforcement of organizational identity and the enhancement of its positioning in terms of communication. Specialized sociological investigations were conducted to probe into the university’s organizational culture and its image. The studies were carried out in March-April 2023 under the auspices of the Research Sociological Laboratory at Kursk State University, involving students and faculty. The researchers conducted surveys among 800 students and 132 members of the teaching staff, representing all faculties and institutes of the university.

Of paramount significance was the question about the university’s mission, as it serves to unveil the wide range of perceptions regarding the organization’s purpose and societal role. It is noteworthy that an overwhelming majority of the respondents perceive Kursk State University’s mission as centered on providing high-quality, accessible, and contemporary education. One in five students, and one in three faculty members, see this mission as the nurturing and harmonization of human potential, preparing individuals to meet the demands of the contemporary world. A smaller portion of students (3.2 %) and faculty members (3 %) view the mission through the lens of elevating the university’s prestige and bolstering its competitive edge (Table 1).

Table 1. Distribution of Answers to the Question About the Main Mission of Kursk State University (One Answer Option), %

As per the university’s student body, the mission finds its fullest realization through several key tasks,[127] namely:

• Training, retraining, and upskilling employees with higher education (50 %);

• Fulfilling individuals’ needs for intellectual, cultural, and moral development (38.3 %);

• Advancing sciences and arts through research and creative endeavors (32.5 %);

• Disseminating knowledge among the population and enhancing its educational and cultural prowess (30.5 %);

• Instilling students’ civic values, equipping students to navigate modern challenges (26.4 %);

• Safeguarding and enhancing the moral, cultural, and scientific values of the society (26.1 %).

It is evident that the resolution of these outlined tasks is directly intertwined with the accomplishment of all three of the university’s missions: education, research activities, and provision of services aimed at fostering public welfare. This encompasses the nurturing of human potential, fostering adherence to the cultural values, instilling patriotism and citizenship values, and cultivating an active life stance.

Organizational culture itself, as perceived by the majority of respondents (60.4 %), is seen as a framework composed of key elements: norms and behavioral guidelines, image and prestige, and the university’s values and traditions. Moreover, a majority of the students (67.1 %) share the belief that the university’s organizational culture is aligned with its primary objectives and overarching developmental pathways, meaning a strong connection