2692-2967ISSN (Online)
2770-0216ISSN (Print)
Volume 14 , Issue 1 , PP: 05-11, 2026 | Cite this article as | XML | Html | PDF | Full Length Article
Nilufar Ismailova 1 *
Doi: https://doi.org/10.54216/AJBOR.140102
Since 2017, Uzbekistan has undertaken unprecedented reforms in its higher education sector, transforming universities into central actors within the national “Third Renaissance” and the “Uzbekistan–2030” Development Strategy. While these reforms have expanded access, introduced international standards, and diversified institutional structures, a critical gap persists between policy intent and institutional implementation. Therefore, this study investigates how higher education institutions (HEIs) in Uzbekistan manage reform at the institutional level and identifies the structural barriers that hinder long-term global competitiveness. Drawing on theories, the paper conceptualizes strategic management in HEIs as a dynamic interaction between internal resources, external pressures, leadership agency, and stakeholder expectations. Based on this theoretical integration and contextual analysis, the study proposes a context-specific framework built on five strategic pillars: Human Capital, Research Capacity, Educational Differentiation, Internationalization, and Digital Strategy. These pillars provide a practical roadmap for transforming Uzbek universities from administratively managed entities into strategically governed, innovation-driven organizations. The findings demonstrate that global competitiveness in higher education depends not on expansion alone, but on the quality of strategic management within institutions. Bridging the gap between reform legislation and practice requires empowered leadership, professional management structures, and a clear strategic vision.
Higher education reform , Strategic management , University competitiveness , Sustainable competitive advantage , Uzbekistan
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