International research networks and research project management in the system of higher education internationalisation

Abstract

In the context of the global knowledge economy and increasing competition among universities, the internationalisation of higher education has become a strategic priority for higher education systems worldwide. International research networks and participation in transnational research programmes are increasingly recognised as key mechanisms for integrating universities into the global academic and research landscape. At the same time, the growing scale and complexity of international research cooperation place higher demands on the institutional capacity of universities, particularly with regard to research project management.
This article examines the role of international research networks and research project management as interrelated instruments of higher education internationalisation. The purpose of the study is to substantiate the contribution of international research networks and research project management to knowledge transfer and the formation of competitive advantages of universities in the global higher education area.
The findings of the study show that the effective exploitation of international research networks largely depends on the institutionalisation of research project management within universities. Fragmented and individual-based project activities limit the sustainability of international cooperation, whereas the establishment of dedicated project and grant offices facilitates a strategic and systematic approach to international research engagement. Such offices play a coordinating role between international research networks and internal university governance structures, ensuring compliance with donor requirements, efficient resource management and continuity of project results.
A key contribution of the article is the development of an author’s classification of project offices in higher education institutions, based on the level of institutionalisation, functional scope and their role in managing international research activities. This classification provides an analytical framework for selecting appropriate organisational models of project offices depending on the degree of internationalisation and strategic objectives of universities. It also highlights the role of project offices in supporting knowledge transfer, intellectual property management and innovation-oriented activities.
The results of the study can be used in the practice of strategic management of international activities in higher education institutions, in the design and development of project and grant offices, and in the formulation of internationalisation policies at both institutional and national levels.