Abstract
Organisations in the world today face various influences of change from the local and global and local arena. These influences directly affect the strategic direction of not only businesses, but also that of governmental institutions, including higher education institutions (HEIs). However, the impacts of these influences or drivers of change are not all the same. Some seem to be more prominent than others, and the most impactful ones are to be viewed as strategic drivers. The main purpose of this study was to suggest a collective framework of strategic drivers for South African HEIs to assist institutions in formulating and implementing strategies to ensure sustainability and competitiveness, therefore allowing HEIs to maintain strategic direction within the reality of these drivers. Also, within the growing neoliberal agenda of higher education worldwide, this strategic approach would be appropriate. Furthermore, this study contributes to the body of knowledge within the fields of strategic management and more specifically towards strategic drivers for South African HEIs.
An interpretivist paradigm with a qualitative research approach was used. The research strategy was a qualitative survey, supported by semi-structured interviews among 17 senior management staff members from eight South African HEIs. These were purposefully selected, and the number also fell within the acceptable range for meaning saturation, as suggested by literature. Data was analysed in using conventional content analysis, assisted by ATLAS.ti. The findings of this study revolve around the 13 themes that were created. These themes suggest strategic drivers related to the external and internal environments of HEIs. Within the external environment, governance seemed the most prominent strategic driver, followed by the drivers students, technology and the Fourth Industrial Revolution, globalisation and internationalisation, social dynamics and market forces and change (including COVID-19. The internal strategic drivers suggested by themes are finance, people and resources, teaching, learning and research, leadership and ethics, transformation and diversity, collaborations and workplace readiness, environmental sustainability and energy security.
In view of these strategic drivers and the growing neoliberal agenda, South African HEIs have to “manage around” these drivers towards sustainability and competitiveness, but simultaneously remain true to the socio-economic agenda.
Furthermore, HEIs will have to rethink their strategy and business models to stay relevant, with the impact of COVID-19 steering institutions in using advanced technology to become more 4IR compliant. The new normal is now, not someday in a distant future.
Keywords: Strategic drivers; strategy; strategic management; higher education institutions.