Strategic Implications on Institutional Performance in Higher Learning: Case of Uganda Management Institute (Umi)

Abstract

The study explored the relationship between strategy formulation, implementation, and performance in the context of higher education institutions, focusing on the Uganda Management Institute (UMI). Guided by three objectives: (i) to determine the relationships between strategy formulation and performance (financial and non-financial), (ii) to determine the relationship between strategy implementation and performance (financial and non-financial), and (iii) to determine the difference between strategy formulation and strategy implementation; 37 stakeholders including senior management, academic and administrative employees, students and alumni leaders at UMI provided data for the study using a purposive sample approach to the respondents. The data analysis employed Pearson's correlation and ANOVA tests to assess the relationships between strategy formulation, implementation, and performance. The findings reveal a statistically significant positive correlation between strategy formulation and performance and a non-significant correlation between strategy implementation and performance. The study further confirmed that there was a significant difference between strategy formulation and strategy implementations. Conclusions were drawn and recommendations given with regards to bridging the gap between the two aspects of strategy.