Strategy, autonomy, planning mode and effectiveness: a contingency study of business schools

Strategy, autonomy, planning mode and effectiveness: a contingency study of business schools The aim of this project was to investigate whether combinations of strategies, planning modes and levels of autonomy are associated with superior college effectiveness relative to other combinations of these variables. It was hypothesized that a college pursuing a prospector strategy ‐ with an emphasis on continuously seeking new client segments and/or developing new offerings ‐ would be more effective with longer‐term and more externally oriented planning, and with more autonomy for its dean. Conversely, a college pursuing a defender strategy ‐ relying on traditional client segments and offerings ‐ would be more effective with shorter‐term and more internally oriented planning, and with less autonomy for its dean. Generally, the hypotheses pertaining to the prospector‐type strategy were supported, while those involving the defender strategy were not supported. Discusses implications for practitioners and researchers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Educational Management Emerald Publishing

Strategy, autonomy, planning mode and effectiveness: a contingency study of business schools

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
0951-354X
DOI
10.1108/09513549710186821
Publisher site
See Article on Publisher Site

Abstract

The aim of this project was to investigate whether combinations of strategies, planning modes and levels of autonomy are associated with superior college effectiveness relative to other combinations of these variables. It was hypothesized that a college pursuing a prospector strategy ‐ with an emphasis on continuously seeking new client segments and/or developing new offerings ‐ would be more effective with longer‐term and more externally oriented planning, and with more autonomy for its dean. Conversely, a college pursuing a defender strategy ‐ relying on traditional client segments and offerings ‐ would be more effective with shorter‐term and more internally oriented planning, and with less autonomy for its dean. Generally, the hypotheses pertaining to the prospector‐type strategy were supported, while those involving the defender strategy were not supported. Discusses implications for practitioners and researchers.

Journal

International Journal of Educational ManagementEmerald Publishing

Published: Dec 1, 1997

Keywords: Autonomy; Colleges; Effectiveness; Strategy; Surveys; USA

References

  • Representation, testing and policy implications of planning processes
    Boal, K.B.; Bryson, J.M.
  • Strategy making in context: ten empirical archetypes
    Miller, D.; Friesen, P.H.
  • Organizations: A Quantum View
    Miller, D.; Friesen, P.H.
  • Planning system characteristics and planning effectiveness
    Ramanunjam, V.; Venkatraman, N.
  • The impact of formalized strategic planning on financial performance in small organizations
    Robinson, R.B. Jr; Pearce, J.A. II
  • Generic business strategies, organizational context and performance: an empirical investigation
    White, R.

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