umjУниверситетское управление: практика и анализUniversity Management: Practice and Analysis1999-66401999-6659Federal State Autonomous Educational Institution of Higher Education «Ural Federal University named after the first President of Russia B.N.Yeltsin»; Non-Commercial Partnership “University Management: Practice and10.15826/umpa.2017.02.014umj-70Research ArticleЭКСПЕРТНОЕ ОБСУЖДЕНИЕEXPERT DISCUSSIONTHE PATHS TOWARDS EXCELLENCE OF EUROPEAN FLAGSHIP UNIVERSITIESFumasoliT.t.fumasoli@ucl.ac.ukUniversity College LondonRussian Federation201726022019212910Copyright © Fumasoli T., 20192019Fumasoli T.Fumasoli T.Данная работа распространяется под лицензией Creative Commons Attribution 4.0.This work is licensed under a Creative Commons Attribution 4.0 License.https://www.umj.ru/jour/article/view/70

The ongoing debate on the transformation of higher education has focused on the ever increasing competition between universities and national system, and on how waves of reforms have affected higher education. Global rankings, the EU agenda on the “Europe of Knowledge”, national excellence initiatives and new funding schemes have modified the higher education sector legally, normatively, but also ideationally and in practical ways. Against this backdrop, theFLAGSHIPproject - Flagship: European Flagship Universities: balancing academic excellence and socio-economic relevance - wasfunded by the Research Council of Norway between 2012 and 2015, and coordinated by ARENA Centre for European Studies and the Department of Education at University of Oslo, Norway.

ReferencesSelected publications from the Flagship project.Selected publications from the Flagship project.Fumasoli Tatiana (2015). Strategic Management of Academic Human Resources: A Comparative Analysis of Flagship Universities in Norway, Finland, Switzerland, and Austria, In Ribeiro, F.; Politis, Y.&Culum, B. (eds.), New Voices in Higher Education Research and Scholarship. IGI Global, 2. s 18-37.Fumasoli Tatiana (2015). Strategic Management of Academic Human Resources: A Comparative Analysis of Flagship Universities in Norway, Finland, Switzerland, and Austria, In Ribeiro, F.; Politis, Y.&Culum, B. (eds.), New Voices in Higher Education Research and Scholarship. IGI Global, 2. s 18-37.Fumasoli T., Pinheiro, R., Stensaker, B. (2015) Handling uncertainty of strategic ambitions. The use of organizational identity as a risk-reducing device. International Journal of Public Administration, 38 (13/14),1030-1040.Fumasoli T., Pinheiro, R., Stensaker, B. (2015) Handling uncertainty of strategic ambitions. The use of organizational identity as a risk-reducing device. International Journal of Public Administration, 38 (13/14),1030-1040.Gornitzka A. and Maassen, P (2017 forthcoming, guest editors) Special Issue on Flagship universities, Higher Education Quarterly, 71 (3).Gornitzka A. and Maassen, P (2017 forthcoming, guest editors) Special Issue on Flagship universities, Higher Education Quarterly, 71 (3).Morphew C. C., Fumasoli, T. and Stensaker, B. (2016) Changing missions? How the strategic plans of research-intensive universities in Northern Europe and North America balance competing identities, Studies in Higher Education.Morphew C. C., Fumasoli, T. and Stensaker, B. (2016) Changing missions? How the strategic plans of research-intensive universities in Northern Europe and North America balance competing identities, Studies in Higher Education.Stensaker B. and Fumasoli, T. (2015) Scandinavian Flagship Universities: An Appraisal of Leading National Universities in the European Context, in Douglass, J. A. (Ed.) The New Flagship University: Changing the Paradigm from Global Ranking To National Relevancy, Palgrave MacMillan.Stensaker B. and Fumasoli, T. (2015) Scandinavian Flagship Universities: An Appraisal of Leading National Universities in the European Context, in Douglass, J. A. (Ed.) The New Flagship University: Changing the Paradigm from Global Ranking To National Relevancy, Palgrave MacMillan.

The authors declare that there are no conflicts of interest present.