Establishing a strategic thinking approach at the University of Zambia: Implications on pre-strategic and evolutionary strategic thinking phases

Kennedy Msusa and Taonaziso Chowa
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Kennedy Msusa: Graduate School of Business, University of Zambia. Box 32379, Lusaka.
Taonaziso Chowa: Department of Mathematics, School of Natural Sciences, University of Zambia. Box 32379, Lusaka

International Journal of Research in Business and Social Science (2147-4478), 2020, vol. 9, issue 5, 307-317

Abstract: The purpose of this study was to establish the use of strategic thinking variables in a public university, the University of Zambia. Nine constructs of strategic thinking variables in this study are framed as strategic thinking general, thinking in time, intently focused, systems perspective, intelligent opportunism, hypothesis-driven, reframing, reflecting, and environmental analysis. A qualitative research design encompassing a review of documents and archival records, direct observation, and sense-making informed the evidence gathered in this study. The pre-strategic thinking phase covers the period 1966 to 1993, while the nascent strategic thinking phase covers the period 1994 to 2012 and the evolutionary strategic thinking phase covers the period 2013 to 2022. The findings of this study have revealed that in the pre-strategic thinking phase, the University was guided by the national development agenda for human capital development. The absence of an Institutional strategic plan and associated strategy documents points to a disconnection between optimal strategy and the strategic intentions of the University managers. In both the nascent strategic thinking phase and the evolutionary phase, significant gaps exist in the utilization of strategic thinking variables thinking in time, reframing, reflecting, environmental analysis, focused intent, and intelligent opportunism. This study suggests the University of Zambia should engage employees in the use of strategic thinking variables, with a view to increasing the chances of organizational success. Further, it seems possible that the hitherto limited use of strategic thinking as a practice in the University of Zambia may be hindering the achievement of organizational set goals. Through this conceptualization, this paper has attempted to fill a gap in strategic thinking literature as it pertains to public universities Key Words: Strategic thinking, strategic planning, decision making, University of Zambia, University Performance

Date: 2020
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