Strategic management of social responsibilities: a mixed methods study of US universities

IMPACT

It is vital that social responsibilities become part of nonprofit or public organizations’ strategic management. Strategic management of social responsibilities implies continuous attention to these responsibilities—not only during strategic planning but also throughout strategy implementation. Organizations need to assess whether they are mission-focused, planning-focused, opportunity-focused or ‘savvy’ strategists in terms of their strategic management of social responsibilities. Many organizations are planning-focused, indicating aspirations towards social responsibilities in strategic plans without embedding these in concrete implementation activities. Creating centres, offices, and programmes focused on social responsibilities will help to counter this. Moreover, embedding social responsibilities into funding opportunities is also a way to signal more continuous attention.

ABSTRACT

How are social responsibilities integrated in strategic management? This article describes a framework for strategic management of social responsibilities that was tested on 58 universities in the USA. The mixed methods research, using an integrated dual analytic approach, features integration of qualitative and quantitative approaches. Data were drawn from university websites as strategic management outputs are often communicated online to highlight a university’s unique selling proposition in a competitive market. Most universities are planning-focused, implying that social responsibilities are embedded in strategic plans but not in implementation activities (specifically, comprehensive fundraising campaigns). Recommendations for research and practice on strategic management of social responsibilities are discussed.

KEYWORDS:

• Corporate social responsibility
• higher education
• mixed methods
• social responsibilities
• strategic management
• strategic planning
• sustainability
• university social responsibility

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Bert George

Bert George is associate professor at the Department of Public and International Affairs, City University of Hong Kong, Hong Kong SAR. His research focuses on strategic planning and management in public administration, public sector performance and behavioral public policy. He is editor of Public Administration Review. His work has received several awards, including from the American Society for Public Administration and the European Group for Public Administration.

Michael J. Worth

Michael J. Worth is professor of nonprofit management at the Trachtenberg School, The George Washington University (USA). He teaches graduate courses on governing and managing nonprofit organizations, managing fundraising and philanthropy, managing nonprofit boards and related topics. His research interests include the management of nonprofit organizations, fundraising programmes and campaigns and governing boards.

Sheela Pandey

Sheela Pandey is assistant professor of management at the School of Business Administration, PennState Harrisburg, USA. Her research focuses on entrepreneurship, leadership and strategic management.

Sanjay K. Pandey

Sanjay K. Pandey is Shapiro Professor of Public Policy and Public Administration at the Trachtenberg School, The George Washington University, USA. He previously held faculty appointments at Rutgers University and the University of Kansas. His scholarship focuses on public management and deals with questions central to leading and managing public organizations.