Barriers to University Transformation and Factors for Overcoming Them: Perspectives of University Leaders and Experts

The aim of this article is to analyze the institutional barriers to implementing transformation in universities, as well as the factors enabling their overcoming, through the lens of those leading these processes. To this end, the author conducted 22 in-depth expert interviews with university leaders (primarily rectors and vice-rectors) participating in the “Priority 2030” program, as well as with experts in higher education management. The interpretation of this qualitative study was grounded in an institutional theoretical framework and employed thematic analysis methodology, which enabled a structured identification of key themes and meanings within managerial discourse. University leaders identified the main barriers to change implementation as: misalignment between new objectives and existing practices, fragmentation and siloed nature of university structures, staff rigidity, symbolic compliance with required activities, and increasing bureaucratization. The factors used to overcome these barriers include: the creation and maintenance of internal communication channels, the managerial resource of rectoral leadership, the legitimization and adoption of project-based management practices, and strategic personnel changes. Particular attention is given to the role of the management team in strategic stakeholder engagement, where the importance of simultaneously meeting external expectations and articulating an autonomous institutional agenda is emphasized. Thus, this study contributes to the ongoing discourse on contemporary university transformation by offering the perspective of those directly responsible for its implementation. The findings may be valuable to higher education researchers and university administrators, as well as to those involved in designing organizational change programs and providing educational or consulting support for their implementation.