MACMILLAN The Strategies of Australia’s Universities: Revise & Resubmit

Over the last few decades universities in Australia and overseas have been criticized for not meeting the needs and expectations of the societies in which they operate. At the heart of this problem is their strategy. This book reviews the organizational-level strategies of some of Australia’s prominent universities. It is based on their public documents that boldly report how they see their role in society and how they intend to navigate the future. These strategic statements are written to proclaim relevance, showcase achievements, attract students, and help to gain the support of the communities in which they operate. Using a strategy framework taught in their business schools, this book suggests that most such statements are deficient. Grand aspirations substitute for realistic operations and outcomes. The analysis also suggests that many of Australia’s universities are poorly governed and have become too complex and bureaucratic. A greater focus on their core responsibilities would help alleviate their current funding predicament.   From the Back Cover Over the last few decades universities in Australia and overseas have been criticized for not meeting the needs and expectations of the societies in which they operate. At the heart of this problem is their strategy. This book reviews the organizational-level strategies of some of Australia’s prominent universities. It is based on their public documents that boldly report how they see their role in society and how they intend to navigate the future. These strategic statements are written to proclaim relevance, showcase achievements, attract students, and help to gain the support of the communities in which they operate. Using a strategy framework taught in their business schools, this book suggests that most such statements are deficient. Grand aspirations substitute for realistic operations and outcomes. The analysis also suggests that many of Australia’s universities are poorly governed and have become too complex and bureaucratic. A greater focus on their core responsibilities would help alleviate their current funding predicament.   About the Author Timothy Devinney  is currently Professor of International Business at the Alliance Business School, University of Manchester, UK.  Previously he held the University Leadership Chair at the University of Leeds, UK.  Prior to this he was a professor of the Australian Graduate School of Management and the Australian School of Business at the University of New South Wales, and professor at the University of Technology Sydney.  He has held visiting appointments on the faculties of UCLA, Vanderbilt University, University of Chicago, London Business School, Copenhagen Business School, The Humboldt University of Berlin, Trier University, Hamburg University, Hong Kong University of Science and Technology, and City University, Hong Kong.  Emeritus Professor Grahame R. Dowling was a faculty member of the Australian Graduate School of Management for 25 years.  His last official position was Associate Dean, Research.  He then spent five years at the Australian School of Business before retirement from the University of New South Wales where he was made an Emeritus professor.  Since retirement he has held a part time position as a research professor at the University of Technology, Sydney.