Siinviidatud vabalevis olev tekst leidis koha põhjustel, et tegeleb nii organisatsioonide kui haridusega väga spetsiifilisest perspektiivist. Kas või missuguses ulatuses Eesti avalikes ülikoolides administreerimisvõimekuse väljaarendamisega sihipäraselt tegeletakse, seda ei oska öelda. Tekst sisaldab aga palju väärtuslikku nii organisatsioonide, avalike ülikoolide juhtimise-valitsetuse kui strateegilise juhtimise vaatevinlist.

Kontekstiks ressursside paigutustest ja dünaamilise võimekuse raamistiku piiratusest:

“The importance of resource allocation has been well recognized in the strategic management literature (Ansoff, 1965; Chandler, 1962; Rumelt, Schendel, & Teece, 1991).” (Heaton et al., 2022, p. 2) […] “This reprioritization of expenditures over time (“asset orchestration”) is consistent with the dynamic capabilities framework (Eisenhardt & Martin, 2000; Helfat & Raubitschek, 2018; Teece, 2007), but goes beyond the framework.” (Heaton et al., 2022, p. 2)

Juhtimisvõimekusest ressurssidega ümberkäimisel:

“Although existing studies stress the role of resource configuration, relatively less attention has been paid to another important dimension of reconfiguration—the ability to reallocate resources flexibly across the firm over time—with notable exceptions (e.g., Arrfelt, Wiseman, McNamara, & Hult, 2015;Helfat&Martian,2019; Lovallo, Brown, Teece, & Bardolet, 2020). The managerial abilities to “make well-timed investments” and to combine and deploy those investments effectively often are perceived as asset orchestration capabilities (Helfat et al., 2007;Teece,2009).” (Heaton et al., 2022, p. 2)

Autorite ambitsioon ja lubadus:

“Our study examines a boundary condition and performance consequences of resource allocation flexibility in a sample of public universities. With extensive longitudinal data spanning the last two decades, this study analyzes (a) the influence of resource allocation flexibility on a university’s financial performance and (b) the effect of external governance arrangements on the relationship between resource allocation flexibility and the financial performance of a university. We aim to determine the conditions under which universities perform better financially.” (Heaton et al., 2022, p. 3)

Valitsetusest avalikes ülikoolides:

“Financial decisions by public universities can be shaped by governmental institutions and the governance they impose (e.g., Tandberg, 2010; Weerts & Ronca, 2006). “Governance” already is recognized as a major factor in institutional and organizational performance (Fiszbein & Ringold, 2012). Agency theory continues to play a major role in discussions about corporate governance.” (Heaton et al., 2022, p. 6)

Konsensus …

“Both economists and management scholars agree that highly centralized management generally is less effective, especially in the context of rapidly changing environments and in knowledge-based industries where the context differs in different business units.” (Heaton et al., 2022, p. 8)

Lugemishuvi suurendamiseks:

“The results of this study suggest that, in general, universities with greater flexibility in annual spending across major budget categories perform better; and that this is assisted by low regulation/governance, since universities can redeploy resources more easily. Our findings complement the work of Lovallo et al. (2020), who emphasize the role of executive management latitude or discretion in resource allocation.” (Heaton et al., 2022, p. 22)

Heaton, S., Teece, D., & Agronin, E. (2022). Dynamic capabilities and governance: An empirical investigation of financial performance of the higher education sector. Strategic Management Journaln/a(n/a), 1–29.