The methodology of ranking stakeholders of an educational organization

Abstract

Introduction. In the modern world, educational organizations have to face the increasing competition in the field of education, research and innovation, meaning they need to improve their position, achieve sustainability, and develop the implementation of the “third mission”, which implies interaction with the microenvironment. Limited resources in the broad sense of the word lead to the need to rank various groups of stakeholders in order to satisfy demands so that they support the development strategy of an educational facility.

Materials and methods. A number of foreign and domestic sources, representing the development of the stakeholder management theory in relation to educational organizations, have been selected and individual theses, ideas and proposals are shown. Based on the available scientific developments of the theory and practice of stakeholder management and the “third mission” management of an educational organization, the article presents the author’s methodology for ranking stakeholders of an educational organization, aimed at including the axiological foundations of interaction in the field of parameters, when analyzing stakeholders of an educational organization with the adaptation of the “cité theory” by Thévenot and Boltanski.

Results. Approbation of the author’s ranking methodology is presented using the example of a specific educational organization, as a result of which, the balance and intensity of connections between stakeholders in the system of relationships have been studied, and the predominance of project and reputational value principles of interaction in stakeholder groups of an educational organization has been revealed; distribution by quadrants or strategic portfolios scheme has been formed for the further proposals formation and relationships development programs design, taking into account leading values. Discussion. Value-driven interaction considering stakeholders’ “exchange units” can define a strategy to meet stakeholders’ needs and expectations. In the context of educational institutions, the development of stakeholder interaction can lead to competitive advantages and support for strategic decisions of the organization in conditions of local and global restrictions, particularly when focusing on the search for non-financial interaction and meeting the needs.