1
Strategic Management Practices, Challenges
and Strategies: A Case in the State University
2
Strategic management plays a pivotal role in the success and sustainability
of institutions across various sectors. In the dynamic and ever-evolving landscape
of today's globalized world, institutions face unprecedented challenges, ranging
from technological disruptions to economic uncertainties. Strategic management
provides a structured approach for institutions to navigate these complexities by
helping them define their long-term objectives, assess internal and external
environments, and formulate adaptive strategies. Through strategic planning,
institutions can proactively identify opportunities, mitigate risks, allocate resources
efficiently, and foster a culture of innovation. Moreover, strategic management
enhances organizational agility, enabling institutions to respond effectively to
changes in their competitive landscape and external factors, thereby ensuring their
continued relevance and competitiveness.
As stated by David (2011), strategic management is the methodical and
skillful process of formulating, carrying out, and evaluating cross-functional
decisions with the intention of assisting a company in realizing its objectives. In order
to achieve organizational success, strategic management places a strong focus on
the cooperative integration of a variety of departments, including management,
marketing, finance and accounting, production and operations, research and
development, and information systems. Strategic management's main goal is to
create and take advantage of new and varied chances in the future.
The implementation of government and community plans in local government
is effectively carried out through a strategic management system. The historical
3
background and experiences of strategic management systems in local government
organizations are notable, particularly in municipalities of certain countries like
Finland, Norway, Switzerland, Germany, and the Netherlands. Despite their wellestablished systems, these nations encounter challenges in executing strategic
management within local governments as part of the broader public sector. The
primary objective of the research was to investigate the application of strategic
management practices and identify the tools employed by a specific branch of a
public sector organization. The analysis aims to define a strategic approach that
aligns optimally with the characteristics inherent to public sector organizations
Sakas et al., (2014).
The governance structure of the Polytechnic University of the Philippines
(PUP) is overseen by the Board of Regents (BOR), led by a Chairperson appointed
by the Commission on Higher Education (CHED). The Vice Chair is the University
President, and the BOR comprises nine members from various sectors, including
the Senate, Congress, National Economic and Development Authority (NEDA),
Department of Science and Technology (DOST), Private Sector Representative,
PUP Alumni Representative, PUP Faculty Representative, and PUP Student
Representative. The BOR holds policy-making functions to execute the University's
mission and programs as mandated by RA No. 8292 granted by CHED. The
University is administered by an appointed President, assisted by an Executive VicePresident and six Vice-Presidents overseeing Academic Affairs, Student Affairs and
Services, Administration, Research, Extension, Planning and Development,
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Finance, and Branches and Campuses. PUP operates year-round with two
semesters and a summer session, which is contingent on the specific curriculum
implemented by the college/s of a campus. The University employs 1,707 full-time
and part-time faculty members, with some full-time faculty members also holding
administrative positions.
The University's programs and projects fall into three categories: General
administration and support services, Support to operations (including auxiliary
services), and Operations (comprising higher education services, advanced
extension services, research services, and extension services). Faculty members
allocate two-thirds of their time to teaching and one-third to research and extension
activities. PUP has received and allocated government and private funding for
research during the years under review.
Cahayon's (2021) investigation into strategic management at a state
university uncovered several notable findings. The study revealed that active
engagement of all stakeholders in the formulation of the University's Vision and
Mission is lacking. Additionally, there is an observed inadequacy in executing
environmental analyses before the development of a strategic plan. Another notable
finding is the insufficient emphasis on creating and implementing surveys to
evaluate crucial internal factors such as employee morale and productivity. This
underemphasis in strategic management practices warrants the University's
attention for improvement. Moreover, the study highlighted that the assessment of
significant internal factors, including employee morale and productivity, is not
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sufficiently conducted, prompting the need for the University to enhance its strategic
management practices. Lastly, the study indicated a perceived low achievability of
the University's long-term objectives, plans, and programs for the next three to five
years, emphasizing the necessity for the University's management to reevaluate its
strategic planning approach.
Anent to the above information, the researcher thought of venturing into this
exploration due to the following reasons: Firstly, there is a dearth of literature
addressing the tailored strategic management practices required for higher
education institutions like PUP. The distinct nature of universities, particularly
polytechnic institutions, demands specialized strategies that consider the unique
blend of academic, administrative, and community-oriented goals. Secondly,
stakeholder perspectives, encompassing students, faculty, alumni, and the local
community, are critical in shaping the strategic direction of PUP. However, existing
research lacks an in-depth exploration of how these diverse stakeholders are
engaged in the strategic decision-making processes. Understanding their roles,
influence, and expectations can provide valuable insights into developing strategies
that align with the broader aspirations of the university. A crucial research gap
pertains to how PUP balances academic excellence amid resource constraints. The
literature falls short in providing comprehensive strategies for maintaining high
educational standards while operating within financial limitations. Investigating the
innovative approaches employed by PUP to address this challenge can contribute
valuable knowledge to similar institutions facing similar resource constraints.
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Furthermore, the adaptation of technological advances in educational delivery is an
area that requires focused exploration. While technological integration is pivotal in
the current academic landscape, the literature lacks insights into how PUP
strategically incorporates e-learning, digital resources, and other technological tools.
Examining successful models and identifying gaps in technological adoption can
guide PUP and similar institutions in enhancing their educational delivery methods.
In essence, this study aims to bridge these identified research gaps, offering
a nuanced understanding of the strategic management practices at PUP. By delving
into these areas, the research seeks to contribute tailored insights that can inform
strategic decisions, foster academic excellence, and align PUP's mission and vision
with the evolving landscape of higher education.
Statement of the Problem
The goal of this research is to unearth the Strategic Management Practices,
Challenges and Strategies: A case in the State University. However, In 2021, Cahayon
conducted study about the assessment on the effectiveness of strategic management
of the State University and based on the result of the study the following items earned
the lowest point as to the effectiveness of the strategic management thus to furtherly
assess the strategic management practices, challenges, and strategies of the state
University I would like to ask for your ample time to answer the following questions:
Preliminary Questions:
•
•
What is your name?
State your current designation.
1.Can you please discuss some of the current practices of strategic management in
your university in terms of:
a. Strategy Formulation
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Developing Vision and Mission Statement particularly, the involvement of the
stakeholders
•
•
•
How are stakeholders considered in developing the Vision and Mission of
the University?
What are the barriers’ encountered in developing the Vision and Mission of
the University?
What are your recommendations in overcoming these barriers?
Performing External Audit
•
•
•
How do the environmental analysis conducted before formulating the strategic
plan?
What are the barriers’ encountered in the conduct of the environmental
analysis of the University?
What are your recommendations in overcoming these barriers?
Performing Internal Audit
•
•
•
What appropriate surveys are employed to examine important internal factors
such as employee morale and
productivity?
What are the barriers’ encountered in the conduct of environmental analysis of
the University?
What are your recommendations in overcoming these barriers?
Establishing Long-Term Objectives
•
To what extent do the objectives viable and doable?
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•
•
What are the barriers’ encountered in the conduct of establishing long-term
objectives of the University?
What are your recommendations in overcoming these barriers?
Generating, Evaluating, and Selecting Strategies
•
•
•
How do the University disseminate the strategy analysis and choice activity of
the respective units/departments internal and external audit?
What are the barriers’ encountered in disseminating the strategy analysis and
choice activity of the respective units/departments internal and external
audits?
What are your recommendations in overcoming these barriers?
b. Strategy Implementation
Implementing Strategies
•
•
•
How do you allocate resources in ways consistent with priorities indicated in
the approved annual objectives?
What are the barriers’ encountered in disseminating the strategy analysis and
choice activity of the respective units/departments internal and external
audits?
What are your recommendations in overcoming these barriers?
c. Strategy Evaluation
Measuring and Evaluating Performance
•
•
•
How do you consider the criteria that predict results?
What are the barriers’ encountered in considering the criteria that predict
results?
What are your recommendations in overcoming these barriers?
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Theoretical Framework
This study is grounded in David's theory (2005), which underscores that
strategic management revolves around attaining and sustaining competitive
advantage. The acquisition and retention of competitive advantage are deemed
essential for the prolonged success of an organization. The theory posits that a firm
should strive for sustained competitive advantage by continuously adapting to
external trends, events, and internal capabilities, competencies, and resources. This
adaptation is achieved through the effective formulation, implementation, and
evaluation of strategies that capitalize on these factors.
Finding an organization's present vision, mission, objectives, and strategies is
a reasonable place to start when implementing strategic management. This first
phase is important since a firm's current state and circumstances may require a
certain course of action or restrict a particular strategy. Every organization has a
vision, goal, objectives, and strategy, even if these are not stated, documented, or
conveyed overtly. This is because an organization's future direction is closely related
to its historical trajectory.
The process of strategic management is dynamic and ongoing, meaning that
modifications to one important element may necessitate adjustments to others.
Changes in the economy, for instance, could offer substantial opportunities,
necessitating modifications to long-term goals and plans. The firm's mission may
need to be reevaluated in response to a competitor's strategy change or the inability
to meet annual targets. Due to the eternal nature of the strategic management
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process, strategy formulation, implementation, and evaluation activities should not
be limited to the end of the year or semi-annually. Instead, they should be continuing.
Environmental sustainability, social responsibility, and commercial ethics are
all highly valued aspects of the strategic management approach. In the early phases
of strategic planning, vision and mission statements are essential tools for defining
an organization's core values and goals as well as its future course. Similar to
external auditing, internal auditing entails managers' and employees' joint efforts to
determine the organization's advantages and disadvantages in a variety of
operational areas. Developing strategies to attain these goals, specifying expected
outcomes from specific approaches, and establishing long-term objectives are
essential elements. The objectives should have qualities like quantifiability,
practicality, and consistency across organizational units.
Subjective decision-making based on objective evidence is essential in the
creation, selection, and assessment of plans, and it involves members from multiple
departments and divisions. A company's employment procedures, pricing
strategies, facility closures, departmental expansions, sales territory adjustments,
and other operational and divisional features are all impacted by the plans that are
put into place. Functional and divisional management teams must work together to
execute strategies in the areas of marketing, finance, accounting, research and
development (R&D), and information technology (IT) management. Finally, in order
to ensure that stated goals are reached while acknowledging the intricacies and
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sensitivities involved in this crucial phase, the measurement and evaluation of
performance are vital in the strategy assessment process.
Conceptual Framework
Figure 1. Research Paradigm
Comprehensive Strategic-Management Model
This study's conceptual framework centers on examining and comprehending
the dynamics of strategic management plans, problems, and practices in the setting
of a public university. The main objective of the research is to map out a path for
strategic management that works in an academic environment. In order to
accomplish this, the investigation of current practices, difficulties encountered, and
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tactics used by participants in the field of strategic management is guided by three
main study topics.
The conceptual framework's first component entails a thorough analysis of the
state university of choice's current strategic management procedures. This calls for
a careful examination of the structures, procedures, and methods the university uses
to develop and carry out its strategic management programs. Knowing the current
procedures lays the groundwork for evaluating their efficacy and pinpointing areas
in need of development.
The second factor centers on the difficulties faced by those engaged in
strategic management at the public institution. Through an exploration of the issues,
the study seeks to identify roadblocks, limitations, and outside influences that could
obstruct the smooth implementation of strategic plans. This investigation adds to a
more sophisticated knowledge of the variables influencing the strategic landscape
in the academic setting by offering insightful information on the intricate context in
which strategic decisions are made.
The techniques used by participants to handle the recognized issues in
strategic management comprise the third and final dimension of the conceptual
framework. This component entails examining the proactive steps, flexible
strategies, and creative fixes that people or organizations at the state institution use
to get over challenges. Through a close examination of these approaches, the study
aims to identify best practices, lessons learned, and practical methodologies that
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can benefit not only the state university under investigation but also other academic
institutions facing comparable strategic management challenges.
A thorough examination of strategic management techniques, drawbacks, and
strategies at a state university is outlined in the conceptual framework. The study
seeks to deliver by addressing the research questions and exploring each
dimension. The study intends to provide a comprehensive understanding of the
current state of academic strategic management by addressing the research
questions and exploring each dimension. It also hopes to add significant insights to
the larger conversation on successful strategic planning and implementation in
higher education institutions.
Scope and Limitations of the Study
The primary objective of this study is to get a picture of the lived experiences
of Strategic Management Practices, Challenges and Strategies in a state university.
It will look into the current practices of strategic management in a state university.
Further, drawbacks encountered in strategic management will also be unearthed
and the participants’ strategies used in response to their challenges.
This study is grounded in David's theory (2005), which underscores that
strategic management revolves around attaining and sustaining competitive
advantage. The participants of the study will be selected participants from the state
university ranging from the top executives, middle managers, and low level
managers.
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Significance of the Study
The significance of this study extends to various stakeholders, encompassing
educational policymakers, state universities and colleges (SUCs), school leaders,
faculty, law enforcement agencies, students, and future researchers. By delving into
the lived experiences of Strategic Management Practices, Challenges, and
Strategies in a state university, this study aims to offer multifaceted contributions.
Commission on Higher Education (CHED). This study offers insightful
information about the internal dynamics of strategic management at a public
university. The results of this study have the potential to improve strategic planning
and implementation in higher education institutions by CHED through rules,
guidelines, and suggestions that will make the academic environment more
responsive and effective.
State Universities and Colleges (SUCs). The results of the study provide a
standard and point of reference for assessing and improving their strategic
management procedures. SUCs can find areas for improvement, put best practices
into effect, and strengthen their entire framework for strategic management by
learning about the strategies, difficulties, and methods used by their rivals.
School Administrators. The study's conclusions can help school
administrators at the state university under investigation and elsewhere make more
knowledgeable and flexible strategic decisions. Identifying obstacles and devising
workable solutions can enable executives to make data-driven decisions, negotiate
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intricate situations, and cultivate a culture of strategic excellence inside their
organizations.
PUP Stakeholders. They can gain insights into the intricacies of strategic
management within the academic setting. This understanding can facilitate
collaborative efforts and alignment of strategies to ensure a harmonious and secure
environment conducive to effective teaching and learning.
Faculty. Faculty members play a crucial role in the execution of institutional
strategies. A strategic management study provides faculty with insights into the
overall direction and goals of the university, allowing them to align their teaching,
research, and service activities with the broader institutional objectives. This
alignment enhances the overall effectiveness of the institution.
Students. As key stakeholders in the educational process, stand to benefit
from improved strategic management practices that enhance the overall quality of
education. Their experiences and perspectives contribute to the holistic
understanding presented in the study, potentially influencing positive changes in the
academic environment.
Future Researchers.
In the field of strategic management and higher
education can build upon the findings of this study, it could lay the groundwork for
further investigations, allowing researchers to explore specific aspects, conduct
comparative analyses, and contribute to the ongoing discourse on strategic
management in academic institutions.
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Chapter 2
REVIEW OF LITERATURE AND STUDIES
This chapter presents the related literature and studies of local and foreign origin
which will help the researcher in framing her statement of the problem and a guide in
analysis and interpretation of treated data.
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The Nature of Strategic Management
As stated by David (2011), strategic management is the methodical and
skillful process of formulating, carrying out, and evaluating cross-functional
decisions with the intention of assisting a company in realizing its objectives. In order
to achieve organizational success, strategic management places a strong focus on
the cooperative integration of a variety of departments, including management,
marketing, finance and accounting, production and operations, research and
development, and information systems. Strategic management's main goal is to
create and take advantage of new and varied chances in the future.
Further, according to David (2010), the collection of managerial choices and
actions known as strategic management is what ultimately defines a company's
performance over the long term. Among them is environmental scanning (internal
and external), strategy development (strategic planning), strategy execution,
assessment, and oversight. Thus, the study of strategic management highlights the
need to continuously monitor and assess external possibilities and threats in the
context of the company's strengths and weaknesses in order to develop and
implement a strategic orientation for a company.
Wheelen,
and
David
(2012)
claimed
that
Strategic
management
encompasses a collection of managerial decisions and actions that play a crucial
role in determining the long-term performance of a corporation. This multifaceted
process includes various key components such as environmental scanning, which
involves assessing both external and internal factors, as well as strategy
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formulation, commonly achieved through strategic or long-range planning.
Subsequently, strategic management involves the implementation of formulated
strategies and ongoing evaluation and control mechanisms. The academic discipline
focused on strategic management underscores the significance of vigilantly
monitoring and assessing external opportunities and threats within the context of a
corporation's strengths and weaknesses. Originally labeled as business policy,
strategic management encompasses a range of topics, including strategic planning,
environmental scanning, and industry analysis.
Successful businesses reach their level of success by constant evaluation of
the strategic management environment they work in, the development of change
management plans to adapt to the shifting conditions, and the timely and strategic
implementation of those plans. One way that the environment is changing is through
competitors introducing innovations that cause disruptions. For instance, Amazon's
investing plans have forced other companies to modify their approach. Due to
antiquated or ineffective organizational procedures, systems, and practices as Mobil
NAMR, which was identified in the 1990s, the changing environment may also result
in loss of profitability despite increases in revenues (Kaplan and Norton, 2001). It is
crucial for firms to proactively monitor ever-changing surroundings and allocate
resources for analysis, strategy formulation, and change facilitation, regardless of the
catalyst.
The implementation of government and community plans in local government
is effectively carried out through a strategic management system. The historical
background and experiences of strategic management systems in local government
19
organizations are notable, particularly in municipalities of certain countries like
Finland, Norway, Switzerland, Germany, and the Netherlands. Despite their wellestablished systems, these nations encounter challenges in executing strategic
management within local governments as part of the broader public sector. The
primary objective of the research was to investigate the application of strategic
management practices and identify the tools employed by a specific branch of a
public sector organization. The analysis aims to define a strategic approach that
aligns optimally with the characteristics inherent to public sector organizations.
According to Bhowmik et al. (2018), the concept of sustainable development
is ever-evolving and has the power to influence institutions and societal norms aimed
at striking a balance between the social, economic, and environmental aspects of
development. Since the 1980s, this theme has come a long way, and with the
introduction of the 2030 Agenda and the Sustainable Development Goals (SDGs) in
2015, it became extremely well-known. The concept of sustainable development is
ever-evolving and has the power to influence institutions and societal norms aimed
at striking a balance between the social, economic, and environmental aspects of
development. Since the 1980s, this theme has come a long way, and with the
introduction of the 2030 Agenda and the Sustainable Development Goals (SDGs) in
2015, it became extremely well-known.
A corrective sectional research approach was employed in the Agaba (2023)
study to ascertain the effect of strategic management on organizational
performance. Because it included qualitative and quantitative methods, the study
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was able to evaluate the relationship between the variables under investigation. In
line with the objectives of the research, tables including quantitative results in the
form of regressions, correlations, and descriptive statistics were presented. The
study found a substantial and favorable relationship between strategy management
and SACCO organizational performance (r =.962, P≤.01). Based on these findings,
the study adds.
Strategic management has advanced to the point where its primary use is to
enable businesses to function well in complex and dynamic contexts. Organizational
transformation is facilitated by strategic planning, which calls for managers at all
levels to regularly evaluate the changing environment and develop or modify
strategic plans all year long. Businesses need to move away from rigid, bureaucratic
structures and toward more adaptable ones in order to stay competitive in everchanging environments. Unlike the stable environments of the past, where a
competitive strategy was to establish and hold a position, the rapidly changing
technical landscape of today makes the idea of a sustained competitive advantage
outmoded. The general consensus, as expressed in Richard D'Aveni's book
"Hypercompetition," holds that rigid adherence to centrally planned five-year plans
is no longer necessary for sustained competitive advantage. Rather, it consists of
planning a series of tactical short-term offensives, as demonstrated by businesses
such as Intel, which regularly launches new products to compete with the sales of
its current lines. As a result, businesses need to create strategic flexibility, which
means committing to the long-term growth and upkeep of vital resources.
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Developing into a learning organization is also essential, whereby the company
skillfully generates, absorbs, and disseminates knowledge while adapting its actions
to take into account fresh perspectives.
According to Matushu (2014), a country's ability to manage and empower its
people resources—especially those in science and technology—is essential to
competing successfully in the age of globalization. Realizing this, a number of
developed and developing nations make significant investments to raise the caliber
of their human resources. China, for example, is pursuing the global road by
breaking free from its own closed political culture and embracing a more open one
in response to globalization, which is currently referred to as the "awaken giant."
China has developed a well-planned scientific culture, demonstrating its serious
investment in human resources. The People's Republic of China's Science and
Technology Populization Law was specially created by its government in 2002.
Current Practices of Strategic Management in the Academe
Hunger and Wheelan (2012) claimed that academic institutions are
progressively centering their attention on the execution of strategic management,
specifically investigating its utilization in learning environments. Interest in
implementing strategic management as an interactive management model in
education has increased as a result of the successful results seen in the corporate
sector. This technique offers a number of compelling features that educators find
appealing. It is acknowledged for its conceptual strength, systematic processes,
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strategic formulation, and evaluation mechanisms. Strategic management, as a
management paradigm, offers educational institutions a strong conceptual
framework that directs planning and decision-making. Its well-organized procedures
provide a methodical approach to opportunities and obstacles, providing a strategic
road map for accomplishing company goals. By placing a strong emphasis on
strategic planning, educational institutions can better coordinate their efforts and
resources to achieve more comprehensive objectives, leading to a more intentional
and purposeful approach. Additionally, the inclusion of efficient procedures for
evaluation promotes responsibility and ongoing improvement, guaranteeing that
instructional strategies are flexible and sensitive to changing needs. All things
considered, strategic management is a compelling and pertinent option for
educators who want to improve organizational effectiveness in learning
environments because of the favorable results that have been observed in the
business world.
According to Rothaermel (2013), stakeholders are people or organizations
that have a stake in the success and continued existence of the company,
particularly in the context of higher education organizations. These stakeholders
make particular contributions with the expectation of receiving matching benefits. In
reference to the external environmental analysis model, Rothaermel suggests the
PESTEL framework, which is a combination of external elements that have an
impact on the performance of the business and require careful examination.
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According to Hunger and Wheelan (2012), using the SWOT (Strengths,
Weaknesses, Opportunities, and Threats) matrix in organizational analysis can
greatly improve the effectiveness of both internal and external environmental
investigations. Following the completion of the environmental scanning process by
the organization, the next step is to formulate a plan. This comprises creating longterm plans that take into account the company's strengths and weaknesses as
determined by the SWOT analysis in order to manage environmental opportunities
and threats. Creating strategies, identifying goals, formulating company mission,
and developing policy guidelines are all important components of the strategy
formulation stage, which is also known as strategic planning. They also postulated
that a crucial first step in putting strategic management into practice is strategic
planning, which helps firms strategically position themselves to take advantage of
opportunities and negotiate environmental constraints. This entails a thorough
examination of the organization's internal strengths and weaknesses as well as
knowledge of external possibilities and dangers. The process of strategic planning
plays a crucial role in coordinating company goals with the recognized
environmental elements, guaranteeing a coherent and intentional approach to longterm management. Essentially, strategic planning acts as a link between
environmental scanning and the implementation phases that follow, offering a path
for wise decision-making and successful goal-achieving.
The purpose of this study was to look into the organizational performance,
competitive advantage, and strategic management techniques of higher education
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institutions in the Davao Region. Private schools and government-owned colleges
and universities with 500 or more students were included in the study. Top
executives or senior officers, such as CEOs, Presidents, and Vice-Presidents, as
well as junior officers, such as Deans, Program Heads, Department Heads, and
Directors of higher education institutions, participated in the survey during the
academic year 2009–2010. Teachers and students participated in the study as well.
With the use of a descriptive-correlational methodology, the study's findings showed
that Region XI's higher education institutions (HEIs) exhibited thorough strategic
management procedures. The participating HEIs were determined to have strong
organizational performance levels; resource management performed the best, while
governance and management performed the worst. Organizational performance
was often highly profitable for HEIs that made large investments in human,
information, and organizational capitals. Institutions that demonstrated excellent
practices in the development and application of their strategies were also likely to
see improvements in organizational performance. The study also shown how
competitive advantage, when considered in the context of strategic management,
has a positive and significant impact on HEIs' organizational performance.
Kemboi (2016) demonstrated in their study that performing an environmental
analysis is a crucial step in the strategic planning process before deciding on
particular course of action. This entails a thorough analysis of the enterprise's
internal components as well as the external variables, including macro and micro
aspects that are external to the firm. The evaluation of the internal environment for
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higher education institutions (HEIs) includes elements such as financial resources,
technical capabilities, and individual competences and performance. Furthermore,
it's critical to give serious thought to the external macro and micro circumstances,
like the economy and competitiveness in the workplace or academic setting.
Continuous evaluation is necessary since the external environment has a
substantial influence on corporate decisions.
Many times, vision and mission are seen as two different ideas, each with a
specific function. The organization's current status is outlined in the mission
statement, which also highlights its goals and current situations. Wheelen and
Hunger (2012) assert that the mission statement serves as the organization's
primary source of motivation. A properly-written mission statement explains the core
values and unique selling points that differentiate a company from competitors in the
same sector and describes the range of products and services the company offers
as well as the markets it caters to.
As the cornerstone of strategic management, Johnsen (2015) highlights the
need of including all stakeholders in the creation of a university's vision and mission.
Crucial processes include identifying key stakeholders, comprehending their shortand long-term objectives, evaluating their potential influence on strategy, and
thinking through how the firm's strategy may affect stakeholders. Additionally, they
highlight different stakeholder groups and their interests, importance, and influence.
Influence indicates a stakeholder's relative power within the organization, while
26
importance denotes the extent to which meeting a stakeholder's needs,
expectations, and concerns is necessary for the success of the organization.
Challenges in Strategic Management
Leskaj (2017) extrapolated that chool leaders may neglect to connect their
strategic planning efforts to other crucial decision-making processes. Public
organizations should implement strategies to fulfill their missions, but over time they
face a variety of challenges that threaten this fulfillment or the successful
implementation of strategies in accordance with this mission. The research suggests
that an organization's achievement of its strategic goals and objectives is not assured
by the presence of a strategic planning system. Analyzing the associated strategic
planning process and its connections to other organizational management
procedures is crucial. Public managers may neglect to connect their strategic
planning efforts to other crucial decision-making processes. Public organizations
should implement strategies to fulfill their missions, but over time they face a variety
of challenges that threaten this fulfillment or the successful implementation of
strategies in accordance with this mission. The research suggests that an
organization's achievement of its strategic goals and objectives is not assured by the
presence of a strategic planning system. Analyzing the associated strategic planning
process and its connections to other organizational management procedures is
crucial (Leskaj, 2017).
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Strategic management is greatly impacted by leadership, especially when it
comes to defining the organization's vision and mission. Furthermore, leadership
makes it easier for plans to be implemented successfully and achieve the stated
goals. Leaders have a variety of tasks in the field of strategic management, starting
with preparing the ground for change in the workplace. Then, by dismantling
established hierarchies, they choose important members of the organization to form
a leadership team. Using a visionary process that guarantees knowledge and clarity
across the company, the third step is developing the strategy and vision (Mosia and
Veldsman (2014). A new imperative has been placed on institutions by the
accomplishment of strategic corporate objectives, leading enterprises toward
sustainable growth, and competing globally across multiple sectors. The difficulty is
defining the precise responsibilities of leadership, which have a big influence on how
well an organization performs. The important thing is to take on leadership
responsibilities. There are differences in the probability of successful strategy
implementation because successful growth in strategy creation, implementation, and
evaluation requires a constant and aligned commitment from top leadership
(Fairholm, 2014). It is the responsibility of leadership to create new organizational
routes and directions for their growth.
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Chapter 3
METHODOLOGY
This chapter encompasses a discourse on the research methodology,
including details on participant selection and sampling procedures. It outlines the
choice of the research instrument, elucidates the process of data collection,
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analysis, and interpretation. Additionally, it delves into the specific approaches
adopted to address ethical considerations in the research.
Research Design
The research adopts a qualitative approach, specifically employing the
phenomenological methodology, which aims to capture and describe the shared
essence of a lived experience within a specific group (Creswell, 2013). This
approach proves most effective when the research problem necessitates an
exploration of experiences common to a particular group of individuals (Creswell,
1998, as cited in Diaz, 2015).
Phenomenology will be chosen as the ideal approach for this study due to its
suitability in elucidating the lived experiences of Strategic Management Practices,
Challenges, and Strategies in a state university. The focus is on understanding the
current practices of strategic management, uncovering challenges faced, and
elucidating participants' strategies in response to these challenges. The choice of
phenomenology is grounded in the belief that the most insightful data to explain the
phenomenon emanates from the firsthand experiences of the participants.
Drawing on Creswell’s (2019) perspective, the study underscores the
significance of capturing teachers' ideological and experiential repertoire. This
emphasis arises from the understanding that through these self-disclosures,
teachers can contribute to a nuanced comprehension of the phenomenon.
Moreover, these disclosures have the potential to inspire other educators, prompting
30
them to take similar actions. In essence, the phenomenological approach aligns with
the research's goal of delving into the authentic experiences of individuals involved
in strategic management within the context of a state university.
Tradition of Inquiry and Data-Generation Method
At the heart of the methodologies, the researcher will unearth a qualitative
semi-structured interviews to facilitate the conversation between the researcher and
each participant. The guide questions will underrgo expert validation of people
engaged in the field of qualitative research, as well as the lived experiences of
Strategic Management Practices, Challenges, and Strategies in a state university.
The focus is on understanding the current practices of strategic management,
uncovering challenges faced, and elucidating participants' strategies in response to
these challenges.
The researcher will seek the validators suggestions on the
construction of the interview guide to make sure that it will not contain errors, such
as leading, confusing, or double-barreled questions. The guide questions will be
aligned with the statement of the problem and the design of the study.
After incorporating recommendations from the validators, the researcher
proceeds with the data collection phase. The selection of participants will be done
through purposive sampling, a significant form of nonprobability sampling as
noted by Vibiesca (2013). The criteria for participant inclusion will be: (a)
belonging to various hierarchical levels – top, middle, and low-level employees;
(b) being permanent employees; and (c) having a minimum of 3 years of service
31
in PUP. The data collection involved obtaining approval from the selected
participants for conducting interviews. A total of 10 participants and three key
informants were interviewed, with all participants providing consent for the
recording of the interviews.
Following the interviews, the initial step in processing the raw data involve
data transcription, which entails converting spoken words into codes for
subsequent reading and analysis. The researcher immersed herself in the
interview transcripts through repeated readings to gain familiarity and
engagement with the data. Subsequently, manual coding and analysis were
carried out, adhering to the seven steps proposed by Adu (2019): (a) converting
specific questions from the Statement of the Problem (SOP) into anchor codes;
(b) extracting phrases or clauses from the interview transcripts as responses to
the anchor codes; (c) initially coding or labeling the extracted answers; (d)
grouping related or similar initially coded answers; (e) assigning themes to the
categories; (f) formulating a construct based on the relationships between or
among the themes; and (g) utilizing diagrams as a model for the construct. This
qualitative data analysis approach is known as thematic analysis.
Instrumentation
The primary mode of collecting data will be interviews. The semi-structured
interview questions will be focused on the three specific questions of the SOP, but
several open-ended follow-up questions based on the lived experiences of the
32
participants on Strategic Management Practices, Challenges, and Strategies in a
state university. The focus is on understanding the current practices of strategic
management, uncovering challenges faced, and elucidating participants' strategies
in response to these challenges
A semi-structured interview is a qualitative-research tool that combines a predetermined set of open questions (questions that prompt discussion) with the
opportunity for the interviewer to explore particular themes or responses further
(Barclay, 2018). Barclay’s guidelines in conducting a semi-structured interview are
as follows: (a) The interviewer develops and uses an interview guide consisting of a
list of open-ended questions and topics to be covered during the conversation,
usually in a particular order; (b) The open-ended nature of the questions (which often
include prompts to help the interviewee to answer) defines the topic under
investigation but provides opportunities for both interviewer and interviewee to
discuss some topics in more detail; Semi-structured interviews are a type of
qualitative research instrument where the interviewer can go further into specific
themes or replies while still posing a pre-planned set of open-ended questions
(Barclay, 2018).
The following are Barclay's recommendations for conducting a semistructured interview: (a) The interviewer creates and uses an interview guide that
includes a list of open-ended questions and topics to be covered during the
conversation, typically in a specific order; (b) The open-ended nature of the
questions—which frequently include prompts to help the interviewee answer—
33
defines the topic under investigation but gives opportunities for both the interviewer
and the interviewee to discuss some topics in more detail; and (c) The interviewer
adheres to the guide while keeping in mind pertinent lines of
Sources of Data
To achieve a comprehensive understanding of the phenomenon under
investigation, the researcher adopts a triangulation approach, utilizing multiple
sources of information, namely: the researcher herself, the 10 participants, and the
three key informants. The researcher, responsible for data gathering, analysis, and
interpretation, remains actively engaged with the data. However, conscious efforts
have been made to set aside her own knowledge, beliefs, values, and experiences,
ensuring an accurate and objective depiction of the participants' lived experiences
through their responses to the interview questions. This approach aims to enhance
the credibility and reliability of the study by corroborating information from diverse
perspectives.
Ethical Considerations
The researcher’s most important obligation is to respect the rights, needs,
values, and desires of the informant (Creswell, 2014). Ethical considerations are
paramount in any research endeavor, and the same holds true for a thesis. The
researcher will adhere to ethical principles to ensure the integrity, credibility, and
responsibility of this work by following these key steps:
34
•
Informed Consent. Get the informed consent of every study participant.
He will go over the goals of the study, how they are involved, possible
dangers, and advantages. It should be possible for participants to leave
the study at any moment without suffering repercussion.
•
Anonymity and confidentiality. Preserve the participants' privacy and
anonymity. Make sure that no one may be recognized by using
pseudonyms or any other means. Data should be safely stored and
shared with only those who are allowed.
•
Respect for Participants. Members should be treated with dignity and
respect. Respect their private rights and sense of autonomy. Recognize
how power relationships and cultural sensitivities may affect individuals'
willingness to participate.
•
Researcher Integrity. Maintain honesty and integrity throughout the
research process. Provide accurate and truthful information in your thesis.
Report findings objectively and avoid bias in data collection, analysis, and
interpretation.
•
Approval from University Research Ethics Board. Seek approval from
UREB before commencing the research.
•
Disclosure of Conflicts of Interest: Disclose any potential conflicts of
interest that could influence the research.
35
36
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