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Graf, CO, 2024. Enhancing the management of strategic projects within higher education institutions. DBA, Nottingham Trent University.
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Abstract
HEIs are facing major challenges such as globalisation, digitisation or social ideologisation. In this regard, the strategic agenda and its execution determine the viability of HEIs, and projects are viewed as an effective method for driving forth changes and establishing a competitive advantage. The academic literature, by contrast, reveals a fragmented discourse and untested tools and techniques on how strategies are implemented through projects in HEIs. Thus, the purpose of this thesis is to improve the comprehension of strategic projects, thereby facilitating organisational changes by discussing particular implementation steps. A project portfolio management model served as a theoretical guideline for understanding the different phases within a strategising process involving projects. Additionally to the use of strategic- and project management, aspects the perspective of academic managers as key actors for strategy implementation was considered. A case study approach was used for the research: Twenty-three interviews were conducted with a representative of the HEI sector's business school, which was selected as an impact case. The results revealed that the strategic processes are well established at upper management level; however, a limited knowledge of the existing strategy in the lower hierarchy levels was identified. This is also associated with individuals’ reduced understanding of involvement in strategic work. As strategic operational tasks are equated with project work, the implementation of strategic goals only takes place via a project to a limited extent. It also becomes apparent that the role of programme- and portfolio management are not well resourced through appropriate structures. Furthermore, academic managers find themselves in an ongoing field of tension: in addition to cutting edge research and teaching, they are required to fulfil demanding management tasks, which presupposes high expertise in strategic- and project management. This all-rounder method leaves little room for realising the benefits and further development of strategic projects as well as for improving specific project management competencies. Therefore, based on the findings, a framework for HEIs is proposed along with organisational measures to enhance the management of strategic projects. The framework offers guidance on the principal steps to undertake when delivering strategic projects in HEIs. The procedure follows a top-down logic that simultaneously incorporates the overarching strategy architecture, and the strategic thinking of the key actors involved. This study contributes to the future integrated research stream on strategic- and project management in HEIs.
| Item Type: | Thesis |
|---|---|
| Creators: | Graf, C.O. |
| Contributors: | Name Role NTU ID ORCID |
| Date: | October 2024 |
| Rights: | This work is the intellectual property of the author. You may copy up to 5% of this work for private study, or personal, non-commercial research. Any re-use of the information contained within this document should be fully referenced, quoting the author, title, university, degree level and pagination. Queries or requests for any other use, or if a more substantial copy is required, should be directed in the owner(s) of the Intellectual Property Rights. |
| Divisions: | Schools > Nottingham Business School |
| Record created by: | Jeremy Silvester |
| Date Added: | 12 Feb 2026 16:40 |
| Last Modified: | 12 Feb 2026 16:40 |
| URI: | https://irep.ntu.ac.uk/id/eprint/55261 |
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