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The Role of Strategic Change Management in Enhancing Academic Institutions’ Sustainability

Author

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  • Asa Romeo Asa

    (Namibian-German Institute for Logistics, Namibia University of Science and Technology, Windhoek, Namibia)

  • Johanna Pangeiko Nautwima

    (Namibia Business School, University of Namibia, Windhoek, Namibia)

  • Jesaria Khom-Oabes

    (Department of Governance and Management Sciences, Namibia University of Science and Technology, Windhoek, Namibia)

Abstract

This study aims to highlight how strategic change management enhances the sustainability of academic institutions. Thus, the study explores sustainability in a volatile, uncertain, complex, and ambiguous world (VUCA), primarily focusing on academic institutions in Namibia through the lens of strategic change management. The central question the study attempts to answer is how strategic change management can be employed to achieve sustainability in academic institutions. Academic institutions must be sustainable as it enables the graduates produced to be competitive at their workplaces and enables them to be employable not only for the local industry but internationally. A qualitative approach through action research design was adopted to explore the role of strategic change management on the sustainability of academic institutions through a reflexive thematic analysis using ATLAS.ti. The participants employed in this study consisted of five (5) managerial personnel, eleven (11) lecturers/professors, and eight (8) postgraduate and undergraduate students, totalling 24 participants for data collection through the use of open-ended questionnaires. The study examines how various academic stakeholders view sustainability integration in their educational programs and strategies to implement the desired change. Methodologically, this study can be described as explorative and interpretative, which reflects on sustainability in academic institutions by paying closer attention to strategic change management to address the challenges and effective management of change, which in most cases is inevitable. The study found that sustainability in academic institutions can be achieved by recalibrating a strategic plan through all stakeholder participation. The students should be at the core of sustainability initiatives, and an inclusive change approach should be adopted, this enables appropriate change management initiatives to be employed for enhancing sustainability in academic institutions. The pedagogical approach advanced in this paper addresses how strategic change management can be used to achieve sustainability in academic institutions. Hence, the findings indicate that a strategic plan fosters interaction with all associated stakeholders and inspires the combining efforts of stakeholders toward achieving a sustainable academic institution.

Suggested Citation

  • Asa Romeo Asa & Johanna Pangeiko Nautwima & Jesaria Khom-Oabes, 2023. "The Role of Strategic Change Management in Enhancing Academic Institutions’ Sustainability," International Journal of Management Science and Business Administration, Inovatus Services Ltd., vol. 9(3), pages 41-53, March.
    • Handle: RePEc:mgs:ijmsba:v:9:y:2023:i:3:p:41-53
    DOI: 10.18775/ijmsba.1849-5664-5419.2014.93.1004
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    References listed on IDEAS

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    1. Asa Romeo Asa & Harold Campbell & Johanna Pangeiko Nautwima, 2022. "A Critical Review of Organizing Knowledge Management for Innovation," International Journal of Management Science and Business Administration, Inovatus Services Ltd., vol. 8(2), pages 7-15, January.
    2. Johanna Pangeiko Nautwima & Asa Romeo Asa, 2022. "Exploring the Challenges and Factors Impeding Effective Public Service Delivery at a Municipality in Namibia," International Journal of Innovation and Economic Development, Inovatus Services Ltd., vol. 8(5), pages 15-24, December.
    3. Rodrigo Lozano & Michelle Y. Merrill & Kaisu Sammalisto & Kim Ceulemans & Francisco J. Lozano, 2017. "Connecting Competences and Pedagogical Approaches for Sustainable Development in Higher Education: A Literature Review and Framework Proposal," Sustainability, MDPI, vol. 9(10), pages 1-15, October.
    4. Bako Yusuf Adebola & Taiwo Akeem Ayinde & Ademeso James Olufemi, 2016. "Change Implementation and Competative Positioning," Journal of International Business Research and Marketing, Inovatus Services Ltd., vol. 2(1), pages 14-23, November.
    5. Vasiliki Kioupi & Nikolaos Voulvoulis, 2019. "Education for Sustainable Development: A Systemic Framework for Connecting the SDGs to Educational Outcomes," Sustainability, MDPI, vol. 11(21), pages 1-18, November.
    6. Giulia Sonetti & Martin Brown & Emanuele Naboni, 2019. "About the Triggering of UN Sustainable Development Goals and Regenerative Sustainability in Higher Education," Sustainability, MDPI, vol. 11(1), pages 1-17, January.
    7. Natalia Eernstman & Arjen E.J. Wals, 2013. "Locative Meaning-making: An Arts-based Approach to Learning for Sustainable Development," Sustainability, MDPI, vol. 5(4), pages 1-16, April.
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    1. Asa Romeo Asa & Sherzod Yusupov & Johanna Pangeiko Nautwima, 2023. "Harnessing the Power of Mergers and Diversification: The Success Story of Meituan-Dianping," International Journal of Management Science and Business Administration, Inovatus Services Ltd., vol. 9(4), pages 42-51, May.

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    More about this item

    Keywords

    Strategic change management in academic institutions; Sustainable education in Namibia; Stakeholder engagement in academia; Sustainability strategies for academic institutions; Sustainable mindset; Covid-19; Sustainable Development Goals; VUCA World;
    All these keywords.

    JEL classification:

    • M00 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - General - - - General

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