Improving strategy formulation and implementation in Higher Education institutions in Malawi :an empirical study.

Kaonde, Phillip Dalitso Frank (2014) Improving strategy formulation and implementation in Higher Education institutions in Malawi :an empirical study. PhD thesis, University of Bolton.


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As Higher Education Institutions (HEIs) become increasingly accountable for the quality and value for money of their teaching and learning, universities need to ensure efficiency and effectiveness in the way that they operate. Strategic Management is viewed as one of the major sources of sustainable competitive advantage for these institutions. Though strategic management has gained prominence in the private and public sector organisations, evidence suggests gaps in strategy formulation and implementation in HEIs in Malawi that have led to failure to achieve superior performance. This study aims at developing a framework for strategy formulation and implementation in HEIs which can be adapted to any situation. The study takes a systematic approach to investigating strategy formulation and implementation in Higher Education Institutions. Informed by an interpretivist epistemology and ontology, a qualitatitive methodology is employed to inform the researcher’s perspective where in-depth case studies were conducted at four universities, a commercial bank and a multinational telecommunications company, to investigate the process of strategy formulation and implementation. Semi-structured interviews were administered with senior, managers and operational staff who play significant roles in strategic management, and selected operational personnel involved in strategy implementation. A review of the extant literature and a range of internal organisational documents provided a basis for the empirical analysis. An analysis of the findings of the study has led to the identification of Twenty One (21) factors influencing strategy formulation and implementation in HEIs. These factors include leadership, resource allocation, simplicity and undue complexity, organisational culture, organisational structure, communication, human resources management, organisational learning and development, performance management, strategy formulation planning and strategy implementation planning, change management, total quality management, systems and procedures. Consequently, a strategic management framework has been developed by combining the identified SM factors into four dimensions namely: Planning, Organisation, Managerial and Individual (POMI) based on Alashloo’s (2005) framework. The POMI framework integrates the findings of this study with current literature in the SM subject arena. Since strategic management is an important process in organisations, improving formulation and implementation processes contributes to the overall performance of an organisation. The POMI framework will provide HEI Managers in Malawi and other similar sub-Sahara African countries with tools and techniques that will help improve performance through provision of a useful visualization of the key components which they must have to consider in formulating and implementing strategy.

Item Type: Thesis (PhD)
Additional Information: An electronic version of the thesis submitted in partial fulfilment of the requirements of the Degree of Doctor of Philosophy
Divisions: Institute of Management > Bolton Business School
University of Bolton Theses > Business
Depositing User: Tracey Gill
Date Deposited: 02 Sep 2015 13:30
Last Modified: 06 Jun 2019 14:59

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