Private and Public Sector Models for Strategies in Universities

Research output: Contribution to journalArticle

23 Citations (Scopus)

Abstract

Increasing formalization of disciplined management of UK universities over the last 30 years has been accompanied by moves to articulate universities' strategies, by attempts to connect organizations' plans and management of activity to those strategies and by a desire to measure how well outcomes are fitted to universities' goals. In this complex change in the orientation of universities' management, lessons have been drawn from the contemporary development of the analysis of strategy and strategic process in commercial and, latterly, in public sector settings. It is argued that there have been very significant errors and weaknesses in the importation of such models of strategy, especially in the stress on strategic planning rather than strategic process and in the insensitivity of universities' planning to the underlying strategy process of the typical university. Most universities, it is argued, mistake planning – and even budgeting – for strategy itself, having failed to make proper sense of their own organizations' processes of generating strategies and putting them into practice. They have typically missed the crucial context of strategy and change. It is argued that there are crucial lessons to be learned from recent advances in theorizing about strategy in the private or commercial sector, particularly in relation to the development of modelling complex and path-dependent systems; and it is argued strongly that universities' strategic process can fruitfully be analysed through the perspectives of real options analysis. This can also accommodate the richness of universities' traditions of strategy formation and implementation within ‘loose-coupled’ organizations.
Original languageEnglish
Pages (from-to)524-536
Number of pages13
JournalBritish Journal of Management
Volume20
Issue number4
Early online date22 Aug 2008
DOIs
Publication statusPublished - Dec 2009

Fingerprint

Planning
Budget control
Strategic planning
Public and private sector
Strategic process
Strategy process

Keywords

  • loosely coupled systems
  • resource-based View
  • higher-education
  • management

Cite this

Private and Public Sector Models for Strategies in Universities. / Buckland, Roger.

In: British Journal of Management, Vol. 20, No. 4, 12.2009, p. 524-536.

Research output: Contribution to journalArticle

@article{dd1cdd9784e64d30ab43dc10a0905f97,
title = "Private and Public Sector Models for Strategies in Universities",
abstract = "Increasing formalization of disciplined management of UK universities over the last 30 years has been accompanied by moves to articulate universities' strategies, by attempts to connect organizations' plans and management of activity to those strategies and by a desire to measure how well outcomes are fitted to universities' goals. In this complex change in the orientation of universities' management, lessons have been drawn from the contemporary development of the analysis of strategy and strategic process in commercial and, latterly, in public sector settings. It is argued that there have been very significant errors and weaknesses in the importation of such models of strategy, especially in the stress on strategic planning rather than strategic process and in the insensitivity of universities' planning to the underlying strategy process of the typical university. Most universities, it is argued, mistake planning – and even budgeting – for strategy itself, having failed to make proper sense of their own organizations' processes of generating strategies and putting them into practice. They have typically missed the crucial context of strategy and change. It is argued that there are crucial lessons to be learned from recent advances in theorizing about strategy in the private or commercial sector, particularly in relation to the development of modelling complex and path-dependent systems; and it is argued strongly that universities' strategic process can fruitfully be analysed through the perspectives of real options analysis. This can also accommodate the richness of universities' traditions of strategy formation and implementation within ‘loose-coupled’ organizations.",
keywords = "loosely coupled systems, resource-based View, higher-education, management",
author = "Roger Buckland",
year = "2009",
month = "12",
doi = "10.1111/j.1467-8551.2008.00593.x",
language = "English",
volume = "20",
pages = "524--536",
journal = "British Journal of Management",
issn = "1045-3172",
publisher = "Wiley-Blackwell",
number = "4",

}

TY - JOUR

T1 - Private and Public Sector Models for Strategies in Universities

AU - Buckland, Roger

PY - 2009/12

Y1 - 2009/12

N2 - Increasing formalization of disciplined management of UK universities over the last 30 years has been accompanied by moves to articulate universities' strategies, by attempts to connect organizations' plans and management of activity to those strategies and by a desire to measure how well outcomes are fitted to universities' goals. In this complex change in the orientation of universities' management, lessons have been drawn from the contemporary development of the analysis of strategy and strategic process in commercial and, latterly, in public sector settings. It is argued that there have been very significant errors and weaknesses in the importation of such models of strategy, especially in the stress on strategic planning rather than strategic process and in the insensitivity of universities' planning to the underlying strategy process of the typical university. Most universities, it is argued, mistake planning – and even budgeting – for strategy itself, having failed to make proper sense of their own organizations' processes of generating strategies and putting them into practice. They have typically missed the crucial context of strategy and change. It is argued that there are crucial lessons to be learned from recent advances in theorizing about strategy in the private or commercial sector, particularly in relation to the development of modelling complex and path-dependent systems; and it is argued strongly that universities' strategic process can fruitfully be analysed through the perspectives of real options analysis. This can also accommodate the richness of universities' traditions of strategy formation and implementation within ‘loose-coupled’ organizations.

AB - Increasing formalization of disciplined management of UK universities over the last 30 years has been accompanied by moves to articulate universities' strategies, by attempts to connect organizations' plans and management of activity to those strategies and by a desire to measure how well outcomes are fitted to universities' goals. In this complex change in the orientation of universities' management, lessons have been drawn from the contemporary development of the analysis of strategy and strategic process in commercial and, latterly, in public sector settings. It is argued that there have been very significant errors and weaknesses in the importation of such models of strategy, especially in the stress on strategic planning rather than strategic process and in the insensitivity of universities' planning to the underlying strategy process of the typical university. Most universities, it is argued, mistake planning – and even budgeting – for strategy itself, having failed to make proper sense of their own organizations' processes of generating strategies and putting them into practice. They have typically missed the crucial context of strategy and change. It is argued that there are crucial lessons to be learned from recent advances in theorizing about strategy in the private or commercial sector, particularly in relation to the development of modelling complex and path-dependent systems; and it is argued strongly that universities' strategic process can fruitfully be analysed through the perspectives of real options analysis. This can also accommodate the richness of universities' traditions of strategy formation and implementation within ‘loose-coupled’ organizations.

KW - loosely coupled systems

KW - resource-based View

KW - higher-education

KW - management

U2 - 10.1111/j.1467-8551.2008.00593.x

DO - 10.1111/j.1467-8551.2008.00593.x

M3 - Article

VL - 20

SP - 524

EP - 536

JO - British Journal of Management

JF - British Journal of Management

SN - 1045-3172

IS - 4

ER -