Management in higher education: thinking and planning more strategically

Abstract

Purpose The purpose of the paper is to discuss the actions to be taken by higher education managers in the framework of developing a strategy aimed at achieving competitive advantage in the globalized external environment.

Design/methodology/approach The paper is based on the analysis of 1) theoretical literature and research papers within the area of educational and strategic management; 2) official OECD and EU documents on higher education; 3) the author’s own experience in higher education management.

Findings Various factors – international, national and institutional – comprise the context, in which education managers make strategic decisions. In the fast-changing global environment characterized by the increasing level of competition, managers have to re-examine their strategy that should be focused on identifying the areas of competitive advantage. The priority areas may have either an external or internal accent, or both. The established priority action areas can be further developed into different focus areas. This demands using the holistic approach to creating a competitive strategy built on basic strategic priorities.

Practical implications The author hopes that whatever lessons the analysis provides will be helpful to higher education managers responsible for developing a competitive strategy of a modern university in the international context.

Originality/value The performed analysis has allowed the author to explore the factors that embrace the complex context, in which education managers develop their strategy, and identify the priority action areas in the framework of their overall strategy aimed at accomplishing competitive advantage and academic excellence.