A Comparative Study of the Role of Middle-Management in Strategy Implementation at Public and Private Sector Universities of Khyber Pakhtunkhwa, Pakistan

Abstract

Changes in the global, regional and local environment have brought many challenges to organizations in terms of intense competition and complexities, especially in higher education institutions. One impact of this is the high rate of organizations' failure in implementing strategy. This makes the middle manager's role critical in the wake of conflicting demands and varying interests during strategy implementation. This study aims to analyze the role of middle management in strategy implementation from different perspectives, focusing on public and private universities in Khyber Pakhtunkhwa (Pakistan). Data were collected from heads of academic and administrative sections/departments through a standardized questionnaire employing a stratified sampling technique. The model is evaluated through Confirmatory Factor Analysis (CFA), Structural Equation Modeling (SEM) through AMOS,and Partial Least Squares Structural Equation Modeling (PLS-SEM 3.0)techniques. Findings of the study suggest that middle management plays or is supposed to play a significant role in championing alternatives, synthesizing information, and implementing deliberate strategy implementation, irrespective of contextual differences in both public and private sector universities. However, it was found that they (middle managers) have no significant role in facilitating adaptability for strategy implementation in both sector universities. The study offers many insights for future research and policymaking in the field of strategic management.