A conceptual framework of impeders to strategy implementation from an exploratory case study in an Iranian university

Abstract

Purpose

The purpose of this paper is to develop a comprehensive framework for assessing impeders of strategy implementation in a higher education context through an in‐depth analysis of a higher education institution in Iran.

Design/methodology/approach

A semi‐structured interview is employed with senior academic staff and managers in a particular university.

Findings

The main impeders of strategy implementation within the university as the case organisation and are found to be grouped into five main areas: planning consequences, organisational, individual, managerial and environmental. The nature and reasons for the impeders are explained and finally an analytical framework is developed.

Research limitations/implications

The paper, through the use of how and why questions during interviews, highlighted a framework which provides an in‐depth understanding of impeders. The paper's results have implications for other universities in Iran and indeed the Middle East. However, a limitation of this paper is that the results are exploratory only, given that the paper is carried out in only one Iranian university.

Practical implications

This paper provides a valuable basis for discussion on the impeders of strategy implementation. Moreover, the results of the research can be used as guidance for managers and academic staff at the strategy implementation stage in the higher education sector.

Originality/value

The findings of the paper highlight the relevant impeders of strategy implementation within a higher education environment that will be of interest to those in this field, particularly those working in Iranian universities.

Citation

Rahimnia, F., Polychronakis, Y. and Sharp, J.M. (2009), "A conceptual framework of impeders to strategy implementation from an exploratory case study in an Iranian university", Education, Business and Society: Contemporary Middle Eastern Issues, Vol. 2 No. 4, pp. 246-261. https://doi.org/10.1108/17537980911001080