Between Discourse and Practice: Strategic Decision-Making and the Governance of Sustainability in Chilean State Universities

Juan Abello-Romero (), Ivette Durán-Seguel, Claudio Mancilla (), Walter Sáez, Katherine Restrepo and Francisco Ganga-Contreras
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Juan Abello-Romero: Departamento de Contabilidad y Auditoría, Facultad de Administración y Economía, Universidad de Santiago de Chile, Santiago 9170022, Chile
Ivette Durán-Seguel: Departamento de Economía y Administración, Universidad Católica del Maule, Talca 3460000, Chile
Claudio Mancilla: Department of Economics and Business, Universidad de Los Lagos, Osorno 5290000, Chile
Walter Sáez: Facultad de Educación y Humanidades, Universidad de Tarapacá, Arica 1000007, Chile
Katherine Restrepo: Escuela de Comercio, Facultad de Ciencias Económicas y Administrativas, Pontificia Universidad Católica de Valparaíso, Valparaíso 2340000, Chile
Francisco Ganga-Contreras: Facultad de Educación y Humanidades, Universidad de Tarapacá, Arica 1000007, Chile

Sustainability, 2025, vol. 17, issue 16, 1-18

Abstract: This study explores how the leadership of Chilean state universities integrates sustainability into their strategic decision-making processes. Employing a qualitative research approach using semi-structured interviews conducted across nine institutions, it analyzes the perspectives of rectors (equivalent to university presidents in Chilean higher education), vice-rectors, and members of university governing bodies. The findings reveal that although sustainability is present in institutional discourse, its actual implementation remains limited, fragmented, and subordinated to financial imperatives. Contextual constraints, adaptive rationalities, and limited stakeholder engagement shape strategic decisions. Furthermore, institutions often employ sustainability as a rhetorical or compliance-driven narrative rather than as a transformative governance principle. This study frames these findings through stakeholder theory, organizational sustainability, strategic rationality, and information governance. It concludes that embedding sustainability meaningfully in university governance requires institutional transformation—moving beyond symbolic commitments towards inclusive, evidence-driven, and participatory decision-making practices.

Keywords: sustainability; strategic decision-making; higher education governance; stakeholder engagement; public universities (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2025
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