In this chapter we examine strategy planning processes and their application in a university context, in which multiple stakeholders play vital contributing roles in shaping the institution’s direction. Clearly defining the university’s vision, mission and values are essential and it is surprising how often disconnects occur between the stated ambition versus the implementation. In effect, the challenge lies in two key areas: first, aligning the vision, mission and values; second, walking the talk (i.e. living the institution’s values and purpose). For a market-orientation to take hold, a university’s strategy plan must be bold enough to encourage a rigorous and penetrating review of the institution’s curricula, research orientation, and teaching support, aligned with performance-based outcomes and the market-oriented research findings.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.