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This study examines how strategic planning is practiced and how chosen strategies are implemented. Data from questionnaires to academic and administrative staff and students, plus interviews with vice presidents and directors, indicate low stakeholder participation, weak assessment of external change, minimal and ineffective strategy communication, limited monitoring and feedback, and decisions not aligned with priorities stated in strategic plans.",{"@graph":69,"@context":122},[70,84,105],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/the-practice-of-strategic-planning-and-strategy-implementation-in-public-universities-of-ethiopia/602667/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/the-practice-of-strategic-planning-and-strategy-implementation-in-public-universities-of-ethiopia/602667.png","ImageObject",300,407,{"name":92,"@type":93},"dabgoudw","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-11-02","2026-10-15",true,{"@type":102,"interactionType":103,"userInteractionCount":29},"InteractionCounter",{"@type":104},"ViewAction",{"@type":106,"mainEntity":107},"FAQPage",[108,114,118],{"name":109,"@type":110,"acceptedAnswer":111},"What is the purpose of this study in Ethiopian public universities?","Question",{"text":112,"@type":113},"The study investigates how strategic planning is practiced and how selected strategies are implemented in Ethiopian public universities.","Answer",{"name":115,"@type":110,"acceptedAnswer":116},"How were data collected for the study?",{"text":117,"@type":113},"Questionnaires were administered to academic and administrative staff and students, and interviews were conducted with management team members (vice presidents and directors) from three selected public universities.",{"name":119,"@type":110,"acceptedAnswer":120},"What key shortcomings were found in strategic planning and implementation?",{"text":121,"@type":113},"Stakeholder participation was low, external environmental assessment received little emphasis, strategy communication was minimal and ineffective, and monitoring, follow-up, and feedback systems were inadequate. 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This was also accompanied by a series of institutional management reforms and quality assurance regulations. Accordingly, the organizational environment in the public universities of Ethiopia has been changing from time to time. In such a context, the key to better align these academic institutions with the needs of their rapidly changing internal and external environments is the design of appropriate strategic plans and effective implementation of their preferred strategies. Hence, the purpose of this study was to investigate the practice of strategic planning and strategy implementation in public universities of Ethiopia. Data were collected through questionnaires from staff members (from both academic and administrative) and students; and through interviews from the management team members (Vice Presidents and Directors) of three selected public universities. The results of this study showed that in the sampled public universities: stakeholders’participation in the process of strategic planning was found to be low; less emphasis was given to critically assessing their ever changing external environment while planning; the practice of clearly communicating their preferred strategies and activities to both academic and administrative staff was found to be minimal and ineffective; there was also lack of adequate monitoring, follow up and feedback systems; moreover, major decisions were made without aligning them with the university’s preferred areas of priority and major objectives as stipulated in the strategic plan document.  \nINTRODUCTION  \nEthiopia, though one of the developing countries in the world, possesses a 1,700 year tradition of elite education linked to its Orthodox Church. However, secular higher education was initiated only in 1950 with the founding of the University College of Addis Ababa (World Bank, 2004) . Yet, higher education is a key factor for socio-economic development agendas of countries in these days of globally interconnected knowledge economy. To this effect, recently Ethiopia has been engaged in a huge expansion of its higher education institutions by establishing large number of universities in a decade and half, increasing the intake capacity of the existing universities and diversifying academic programs. This was accompanied by a series of institutional management reforms and quality assurance regulations. Hence, the organizational environment in higher education institutions of Ethiopia is changing from time to time.  \nAs a result, the leaders of these currently mushrooming public universities of Ethiopia are responsible for strategic visioning and planning and for effective implementation of their preferred strategies. In this ever-changing academic landscape, an effective strategic planning practice is highly essential to obtain new opportunities and resource requirements with future prospects by better aligning these universities with their internal and external environmental forces. The ultimate benefit of strategic planning practice for these universities is helping them identify clearly appropriate strategies in line with their missions as well as take their campuses where they needed to go (i.e. towards their preferred strategic direction) .  \nBACKGROUND OF THE STUDY  \nIn Ethiopia, the tertiary education gross enrolment ratio (GER) that was only 0.2% by the year 1970 had not shown any significant improvement after twenty five years in 1995 (which was 0.7%) and only 1.5% by the year 2003 (Teshome 2005; World Bank, 2004) . According to the Federal Ministry of Education (MoE, 2010, p. 60), the GER for higher education increased from 3.6% in 1999 to 5.3 % in 2008/09. This means that the Ethiopian higher education has now come close to the African average in GER of 6% ","cbCaiiDRcQULOS1Y","https://ap.wps.com/l/cbCaiiDRcQULOS1Y","pdf",303710,18,"English","# Abstract\n# Introduction\n# Background of the Study","[{\"question\":\"What is the purpose of this study in Ethiopian public universities?\",\"answer\":\"The study investigates how strategic planning is practiced and how selected strategies are implemented in Ethiopian public universities.\"},{\"question\":\"How were data collected for the study?\",\"answer\":\"Questionnaires were administered to academic and administrative staff and students, and interviews were conducted with management team members (vice presidents and directors) from three selected public universities.\"},{\"question\":\"What key shortcomings were found in strategic planning and implementation?\",\"answer\":\"Stakeholder participation was low, external environmental assessment received little emphasis, strategy communication was minimal and ineffective, and monitoring, follow-up, and feedback systems were inadequate. Major decisions were also not aligned with priorities and objectives in strategic plan documents.\"}]","The Practice of Strategic Planning and Strategy Implementation in Public Universities of Ethiopia | PDF",1792095048,45]