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Changing Roles of Institutional Research in Strategic Management

Susy S. Chan
Research in Higher Education
Vol. 34, No. 5 (Oct., 1993), pp. 533-549
Published by: Springer
Stable URL: http://www.jstor.org/stable/40196110
Page Count: 17
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Changing Roles of Institutional Research in Strategic Management
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Abstract

A college driven by a broad vision cannot effectively realize its desired future within a rigid, formal, and centralized decision process, because such processes prohibit the institution from competing effectively in a rapidly changing environment. This paper examines both the theoretical models and a case study of phased evolution of planning process--from short-term static process to vision-driven strategic management phase--and suggests a parallel progression in Institutional research has shifted its focus from attention to data, to issue-driven analysis, to framework-guided synthesis. Institutional researchers are urged to reconceptualize their framework and meteorologies in order to more effectively support strategic management.

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