Managing Strategies for Higher Education Institutions in the UK

Abstract

This article deals with strategic management issues in the higher education sector in the UK. The core idea is presented here with the argument that the principle and practice of strategic management are not only the concerns of senior management, but also an essential requirement at all levels of management of higher education. It shows that higher education institutions exist in a complex and changing environment with an increasing need for fast and effective strategic responses to external pressures. Having identified these issues, this article considers a form of strategic issues such as strategic management in higher education, three different levels of strategy and also discusses Porter’s five forces in the context of UK higher education sector. Though these issues are considered from a theoretical standpoint, they are linked to the competitive positioning and strategic management concepts being used in higher education.

Do Specific Pedagogies and Problem-Based Teaching Improve Student Employability? A Cross-Sectional Survey of College Students

“…Higher education and its function in increasing human resources play a decisive role in the foundation of national economic development (Choi and Rhee, 2014). According to the statistics of each country, the number of higher education institutions (HEIs) has approached saturation and the education pattern has gradually transferred from elite education to mass education (Taylor et al, 2013;Ahmed et al, 2015). Although higher education reform policy has provided more educational opportunities for students, it has given rise to many other problems such as low teaching quality and competitiveness, which have become the latent problems of higher education development on a global perspective (Shin and Harman, 2009;Marginson, 2011).…”

A Conceptual Framework Toward Understanding of Knowledge Acquisition Sources and Student Well-Being

“…The substantial technological, social, and economic changes that have occurred in recent decades have modified the concepts and operations of industrial organizations (Abbas and Saǧsan, 2019) and HEIs across the world (Vermeulen et al, 2018). Hence, dynamic HEIs maintain the highest standards of human capital development, so as to contribute to economic growth (Ahmed et al, 2015;Baek and Cho, 2018). Student employability drives the reform of higher education policies in various countries and has become the core project of university administration (Cranmer, 2006).…”

The determinants of university strategic positioning: a reappraisal of the organisation

“…On the one hand, positioning can be described as the result of a deliberate intent and planning process of the management. On the other hand, it can also be characterised as 'emergent', in other words, a dynamic process resulting from the ongoing relationship between the organisation and the opportunities and constraints available in the organisational environment (Ahmed et al 2015;Fumasoli 2016Fumasoli , 2018. Institutional positioning becomes thus the result of deliberate and emergent management's attempts to deal with the external competitive environment in order to create a competitive advantage for the organisation (Porter 1985;Martinez and Wolverton 2009;Toma 2012).…”