Abstract
PurposeThis study aims to explore the relationships between strategic improvisation, organizational culture and higher education institutions (HEIs) performance. The dynamic nature of today’s environment, increased population and demand and budget cuts have created a lot of pressure on HEIs around the world. Hence, the need for effective human resource capable of providing advanced policies for efficiency and sustainability of these institutions.Design/methodology/approachA total of 229 questionnaires were filled and returned by academic leaders from HEIs in Kano state, Nigeria. The study used partial least squares path modelling to test the hypotheses postulated.FindingsThe major findings indicate that both strategic improvisation and organizational culture dimensions have direct relationship with HEIs performance. However, only innovative culture moderates the relationship between strategic improvisation and HEIs, while bureaucratic culture and supportive culture fail to support the proposed hypothesis.Research limitations/implicationsMore studies are needed to further validate the impact of strategic improvisation (SI) on other public sector performance. Also, future studies should use longitudinal approach to establish at which stage SI has more impact on performance. Also, future studies should identify the difference that exists between units, department and faculty leaders, as some are more likely to engage in SI due to the nature of their specialization.Practical implicationsIt is obvious that HEIs performance is not only limited to organizational factors but also individual characteristics such as ability to improvise. Hence, HEIs should consider SI ability during employment to ensure efficiency, performance and sustainability. Moreover, organizational culture of HEIs needs to be updated and to be more flexible in accommodating new initiatives or failure to encourage display of such ability.Originality/valuePrevious studies especially in the for profit sector have demonstrated the role of SI and organizational culture on performance. Thus, the present study is one of the early studies in the non-profit sector, specifically the HEIs. Moreover, the inconsistent result of the previous findings necessitates the study to test the moderating effect of organizational culture.
Highlights
Higher education institutions (HEIs) have been linked with economic prosperity and development that is achieved in a particular country (Chapman and Sarvi, 2017)
The findings revealed that both absorptive capacity and improvisation have an influence on subsequent restructuring and performance, thereby establishing a relationship with improvisation and organizational performance
The study was based on two key arguments
Summary
Higher education institutions (HEIs) have been linked with economic prosperity and development that is achieved in a particular country (Chapman and Sarvi, 2017). This is made possible by transforming economic structure through the provision of educated workforce, highly skilled labour that are technologically competent and capable of competing locally and globally (Banya, 2015). Globalization and rapid technological change have been identified as the major factors forcing the need for change in an organization such HEIs (de Boer et al, 2017; Kiran et al, 2013). The need for them to provide enhanced academic programmes in line with the current needs of students, labour market and the economy at large (Al Zameli et al, 2015)
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