Insights into Strategic Decision-making: Views of Filipino Education Deans

Abstract

Background and Objectives: Strategic decision-making is a complex process, especially in the context of higher education institutions. Understanding how education college deans approach strategic decisions is crucial for effective management and decision support. This qualitative single case study aimed to explore the strategic decision-making processes (SDMP) of college deans in state universities in Eastern Visayas, Philippines. The study sought to identify the characteristics of SDMPs, approaches to SDM and propose a new model that captures the spectrum of decision-making modes. Methodology: A single case study that rests on the interpretive research paradigm was adopted to delve into the individual experiences of education college deans in making strategic decisions. Data was collected through semi-structured interviews, focus group discussions, and reflective essays from eight deans, selected through purposive sampling based on specific criteria. The study adhered to strict ethical guidelines, ensuring confidentiality and obtaining informed consent from participants. Data analysis followed Attride-Stirling's thematic network analysis method, allowing for in-depth exploration and interpretation of the decision-making processes. Main Results: The analysis revealed several characteristics of SDMPs, including their highly unstructured, non-routinary, nonrepetitive, high-stakes, risky, complex, and irreversible nature, aligning with findings from prior research. College deans employed three main types of SDMPs: rational, intuitive, and improvisational. Rational SDMP involved systematic, logical, and fact-based decision-making, while intuitive SDMP relied on judgment and past experiences in time-sensitive and uncertain situations. Improvisational SDMP emerged as a novel approach, characterized by spontaneity, novelty, and action-orientation. Discussions: The study contributes to the understanding that SDMPs are not fixed processes but rather dynamic and context-dependent. It highlights the importance of considering the specific circumstances and timing of decision-making when determining the most suitable approach. The proposed model presents a spectrum of SDMPs, recognizing the interconnectedness of the decision-making modes. The study also brings attention to the improvisational decision-making approach, which has received limited focus in the literature but is increasingly relevant in today's rapidly changing management context. Conclusions: Education college deans adopt diverse approaches to strategic decision-making, with rational, intuitive, and improvisational SDMPs being prevalent. The study underscores the need for flexibility and adaptation in decision-making to address the complexities and uncertainties faced by educational administrators. The new model of SDMPs captures the continuum of decision-making modes, allowing administrators to tailor decision support to the specific needs of deans based on the context and timing of decision-making. By recognizing the different decision-making approaches, administrators can foster more effective decision-making processes and improve the overall management of higher education institutions. Further research on the improvisational decision-making approach is warranted to explore its potential benefits and limitations in strategic decision-making contexts.