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University Strategic Plans: What they Say about Innovation

• Published: 03 February 2021
• Volume 46 , pages 261–284, ( 2021 )

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• Randolph Hall   ORCID: orcid.org/0000-0001-7060-1272 1 &
• Jack Lulich 1  

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We analyze innovation in university strategic plans to assess whether innovation is a stated priority, to what end innovation is sought, and whether innovation is a comprehensive strategy or more carefully bounded, excluding innovation opportunities. Our analysis utilized Atlas.ti software to quantify word usage and to extract and classify sentences that state innovation intentions. Innovation, entrepreneurship and transformation are mentioned often in university strategic plans, conveying aspirations to change, both inside the university (to improve the institution) and outside (for the benefit of society at large). In recent years (especially since 2015), these terms have become unifying themes of many plans aiming to modernize, improve and become more responsive to societal needs, spanning multiple mission areas. Moreover, the terminology has been adopted by a broad range of American universities, though less often by those that have the highest rankings for their undergraduate education and research programs. Though innovation strategies nudge universities toward change by promoting adoption of technology, service to diverse students, and creation of buildings and spaces for collaboration, strategic plans do not express aspirations for disruptive forms of innovation that alter the direction of higher education.

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Research was supported by the University of Southern California and its Viterbi School of Engineering.

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Jack Lulich obtained strategic plans and financial statements and analyzed content through use of Atlas.ti. Randolph Hall was the primary author, and developed the methodology used for analysis.

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The first author served as V.P. of Research at the University of Southern California from 2005 to 2019, and continues at USC as a professor. The first author graduated from the University of California at Berkeley. Both institutions are in the pool of universities assessed in this paper.

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Hall, R., Lulich, J. University Strategic Plans: What they Say about Innovation. Innov High Educ 46 , 261–284 (2021). https://doi.org/10.1007/s10755-020-09535-5

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Accepted : 10 December 2020

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Issue Date : June 2021

DOI : https://doi.org/10.1007/s10755-020-09535-5

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Strengthening Ties and Expanding Horizons: The IU-Moi University Partnership Renewal

Posted on March 14, 2024 by Taylor Lee

Indiana University (IU) has long been a pioneer in forging global academic partnerships that transcend borders, cultures, and disciplines. The partnership with Moi University in Kenya is a testament to this enduring commitment, characterized by mutual respect, shared goals, and a collective dedication to advancing global health, education, and innovation. The journey began with the foundational AMPATH (Academic Model Providing Access to Healthcare) Kenya program, and has evolved into a multifaceted collaboration, benefiting communities in western Kenya and setting a global standard for university partnerships. This strategic alliance is one of Indiana University’s most significant international collaborations and the IUPUI-Moi University partnership was the recipient of two major awards: the Paul Simon Award for Campus Internationalization and Andrew Heiskell Award for Innovation in International Education . This relationship has been described by US Ambassador to Kenya, Michael Ranneberger, “…as the most comprehensive partnership anywhere on the African continent between American and indigenous educational institutions.”

We embarked on yet another chapter earlier in 2024, sending an IU delegation to Moi University to underscore our commitment to reinvigorating and expanding our partnership. The IU delegation, led by the Office of International Affairs (OIA) at Indiana University Indianapolis, now aims to explore new avenues for collaboration that extend the impact of our joint efforts into arts, social sciences, post-graduate studies, research, innovation, and more.

Photos provided by Moi University

Strategic Areas for Collaborative Growth

In this next phase, our collaboration focuses on three strategic areas, identified through thoughtful dialogue and a commitment to leveraging our complementary strengths:

• Research and Innovation – By supporting the development of a robust research infrastructure, IU will work with Moi to build a sustainable infrastructure for research and innovation, laying the foundation for a mutually beneficial academic partnership.
• Arts and Social Sciences – IU and Moi will rejuvenate social science research collaborations and broaden the existing network to include the arts and humanities, fostering a more integrated approach to solving societal issues. This includes the specific partnership of the IU Lilly School of Philanthropy to help foster fundraising and philanthropy skills, both historically understood to be forms of practical application of the social sciences.
• Internationalization – In alignment with IU’s strengths in international education, IU and Moi are advancing experiential learning opportunities and bolstering comprehensive internationalization at Moi to enhance global engagement for students and faculty alike at both institutions.

Our renewed partnership also emphasizes various individual faculty connections across a number of schools that will contribute to an interdisciplinary foundation on which the partnership will grow.

Looking Ahead

The anticipation of President Whitten’s visit in May 2024 symbolizes IU’s deep-seated dedication to this partnership and its broader engagement with Africa. This visit, aligning with an inaugural AMPATH nursing conference and deepening relationships in Ghana, marks a significant milestone in our journey towards transforming our partnership into a comprehensive, multi-disciplinary collaboration that transcends traditional boundaries.

The IU-Moi University partnership stands as a cornerstone of IU’s engagement with partners in Africa, offering a vibrant framework for capacity building, research enhancement, and curriculum development. As we move forward, we are energized by the boundless opportunities this renewed partnership presents for creating deeper, more meaningful relationships with communities and scholars across Africa.

We invite the IU community and stakeholders to join us in this exciting journey, as we continue to build on our shared achievements and explore new frontiers of collaboration. Stay tuned for updates on the progress and impacts of this transformative partnership, as we strive to share and create impactful connections around the globe.

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Analysis of Implementation of Strategic Plans in Institutions of Higher Learning in Kenya: A Case of Moi University

ISSN 2518-2722 188 Analysis of Implementation of Strategic Plans in Institutions of Higher Learning in Kenya: A Case of Moi University Kiptum Jeniffer J., Chumba Sammy K., Wambua Benjamin K. Moi University, Eldoret, Kenya Abstract In recent years, strategic planning has gained fame in all sectors of the economy. Kenya’s successive development plans since independence in 1963 to date emphasizes the centrality of regular participation in development activities. The purpose of this study was to analyze the implementation of strategic plans in Higher Learning Institutions in Kenya. The study was guided by the following research objectives: to establish how institutional factors influence implementation of strategic plans and to establish the effect of quality management systems in implementation of strategic planning. The study was modeled on the generalized classical theory of growth and stagnation. The study targeted a population of 14 Deans, 78 Heads of Department (HODs) in academics...

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This study investigated the use of strategic planning as one way of addressing the numerous challenges that affect organizational development of institutions of higher learning in Kenya. The study was conducted in Moi University, Kenya through the survey research design. Stratified sampling and purposive sampling methods were used in identifying a total of 180 middle and top level university administrators who participated in the study. Data collection methods included questionnaires and structured interviews. It was found that a majority of respondents (52.2%) believed that the current strategic plan is not likely to influence university organizational development to any significant extent. This was attributed to factors such as weak policy framework, corruption, inadequate finances and lack of goodwill and cooperation from quarters likely to be affected by strategic plan. The researchers hope that the findings will form a basis for sound strategic planning in Moi University and ot...

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The objective of this study was to establish the strategic planning practices of universities in Kenya. To achieve this objective, primary data was collected by use of a questionnaire targeted at the Vice Chancellors or their Deputies with responsibilities for strategic planning. A census study was done. From the population of 23 universities, 14 responded to the questionnaire. The data collected was first checked for consistency, coded and then analysed to arrive at various conclusions. The study concluded that universities in Kenya use strategic planning to establish and clarify their mission, establish performance objectives, identify areas of future collaboration and appraise university strengths and weaknesses that are relevant to the long-term direction of the univer ity. In addition, they usc strategic planning as a management to I for allocating univer ity re. ur e to competing stratcgi' priorities, anticipating and designing appr priatc academic programmes that meet pub...

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The growing difficulties experienced by many Universities during the 1970s led to the adaptation of strategic planning as a potential solution for developing a proactive framework to cope with the changing demands and declining resources. After adaptation of strategic planning in 1994, the University of Dar es Salaam despite attaining tremendous achievements such as increased enrollment, research and publications, new postgraduate and undergraduate programmes, and launching of the international standard library, it still faces several inefficiencies, major ones including weakness in information management systems, financial and asset management systems, and inadequate number of staff in some areas. This study was conducted to assess the role of Strategic Planning on the performance of Higher Learning Institutions taking the University of Dar salaam as the study organization. The study outlined the factors that gave rise to strategic planning, evaluated the strategies employed in the planning and implementation of the UDSM Strategic Plan, and analyzed the effects of the strategic planning on the performance of the University of Dar es Salaam. The study employed document review, in-depth interviews, focus group discussions, and observations as data collection methods. Content Analysis and Narrative Analysis were the data analysis methods. The key findings of the study reveals the economic reforms of the second political regime in Tanzania which gave rise to the need of strategic planning in 1994, formulation and approval process of strategic planning, the implementation strategies, as well as the outcomes such as significant improvement in student enrollment, and the challenges of implementing the University Strategic Plans such as a low sense of ownership among UDSM staff. The study concludes that strategic planning is a platform for improving the University of Dar es Salaam’s performance, and recommends effective communication, and more participation.

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Strategic policy planning: A guide for college and university administrators Unknown Binding – January 1, 1978

• Print length 119 pages
• Language English
• Publisher Ireland Educational Corp
• Publication date January 1, 1978
• ISBN-10 0891030212
• ISBN-13 978-0891030218
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• Publisher ‏ : ‎ Ireland Educational Corp; First Edition (January 1, 1978)
• Language ‏ : ‎ English
• Unknown Binding ‏ : ‎ 119 pages
• ISBN-10 ‏ : ‎ 0891030212
• ISBN-13 ‏ : ‎ 978-0891030218
• Item Weight ‏ : ‎ 7.2 ounces

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