The Impact of Decision-Making Autonomy on Multi-Campus Universities’ Operational Efficiency

Abstract

The study explores the influence of decision-making autonomy on the operational efficiency of multi-campus higher education institutions in the South African higher education system. Its main objective is to find out the effects of decentralization of decision-making authority on responsiveness, resource distribution and service delivery among campuses located in various locations. A qualitative approach was employed, using a single-embedded case study design. The semi-structured interviews with the institutional leaders and university managers of the chosen university of technology were used to collect data. Thematic analysis revealed common trends and relationships between decision-making practices and operational performance. The result suggests that multi-campus universities tend to be bureaucratic and hierarchical and have delays and lower agility in responding to local operational requirements. It is then established that campuses that have higher autonomy will be able to attain higher turnaround time, better resource allocation and service delivery. But the difficulties arise in case autonomy is not followed by any clear guidance or effective systems of monitoring performance. Overall, the study demonstrates that decision-making is an important element in influencing the efficiency of operations in multi-campus institutions. Realising the attainment of meaningful decentralisation entails a balanced model that reflects autonomy and accountability, capacity and institutional priorities at large. Keyword: Decision-Making Autonomy, Multi-Campus Universities, Decentralisation, Operational Efficiency, Higher Education, Higher Education Governance.