Strategies in Universities: Tensions Between Macro Intentions and Micro Actions

Victor Meyer Junior,Lucilaine Maria Pascuci,Bernardo Meyer

doi:10.1590/1982-7849rac2018160081

Abstract

Abstract In the university setting, strategies take on a different configuration due to a permanent dispute between top administration and the academic sector. This triggers a conflict between macro intentions and micro actions at the academic level. In this study, we examined to what extent academic strategic actions are impacted by tensions triggered by the macro intentions of top management and micro actions in the academic management. This research is based on a comparative study involving three Brazilian universities. We identified key sources of tension between top managers and academic managers, such as organizational complexity, the political context, a loosely coupled structure and professional autonomy. The outcome revealed a difficult alignment between intentions and actions while relevant strategies were practiced in the academic sector. We concluded that managerial business models imported from the market led to dubious and controversial benefits in university management. Most strategies were represented by micro actions in the academic area derived from spontaneous initiatives, insights, hunches and non-intentional actions of academic managers and professors that had a considerable impact on the universities' academic performance.

Highlights

The education sector has been characterized by growing competition, a search for new market niches, quality challenges and unpredictable changes from outside forces
When we examined the main features of strategic management, we observed that the universities follow the general pattern by implementing a formal Strategic Planning process
We identified the existence of different sources of tension among top and academic managers, causing different impacts on the strategic management of the universities

Summary

Introduction

The education sector has been characterized by growing competition, a search for new market niches, quality challenges and unpredictable changes from outside forces. New types of educational organizations are emerging in the national and international arena, seeking new students and attractive market opportunities, facing strong competition and cultural challenges All these factors require new knowledge-sharing approaches, more aggressive market positioning, higher quality services, and more institutional accountability (Locke & Spender, 2011; Parker, 2002). To respond to these challenges in both domestic and international contexts, universities more than ever, need strategies to achieve their goals, fulfill their missions and meet the expectations of stakeholders. This clash triggers a conflict between macro intentions and micro interests and actions at the academic level

Methods

Findings

Discussion

Conclusion