Iranian Higher Education
Volume 17, Issue 4 (2026)
ihej 2026, 17(4): 25-49 |
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Ghoraishi Khorasgani M S. Critical Success Factors of Universities: A Strategic Framework for Iranian Higher Education Leaders. ihej 2026; 17 (4) :25-49
URL: http://ihej.ir/article-1-2171-en.html
URL: http://ihej.ir/article-1-2171-en.html
Critical Success Factors of Universities: A Strategic Framework for Iranian Higher Education Leaders
Associate Professor, Department of Educational Administration and Planning, Faculty of Education and Psychology, Alzahra University, Tehran, Iran. , m.ghoraishi@alzahra.ac.ir
Abstract: (242 Views)
Purpose: The 21st century, particularly its last two decades, has confronted higher education institutions with unprecedented global, digital, and social transformations. In this complex context, exploring the factors that shape university success from the perspective of academic leaders is essential for formulating effective strategies. Accordingly, this study aimed to investigate the critical success factors of universities from the viewpoint of higher education leaders in Iran.
Method: This qualitative study employed an exploratory approach. The target population consisted of higher education leaders in Iran, from whom 21 participants were selected using purposive criterion-based sampling with maximum variation (considering geographical location, university type, and managerial position). Data were collected through in-depth interviews conducted until theoretical saturation was achieved and were analyzed using thematic analysis in six phases with an inductive approach. To ensure the validity of the findings, member checking and peer review methods were utilized.
Results: A total of 279 codes were identified, which were organized into 29 organizing themes and distilled into eight overarching themes representing the critical success factors of universities: environmental dynamism and complexity, strategic and agile leadership, transformational leadership, quality, technology and digital transformation, financial management and sustainable resources, international communications and collaborations, and key competencies. The findings revealed that these factors do not operate in isolation but form an interconnected ecosystem. A key contribution of this study is the redefinition of the concept of "success factors" from static conditions to dynamic, impactful, and intertwined "strategic drivers" operationalized by academic leaders.
Conclusion: University success is a dynamic and continuous process achieved through the intelligent activation of these eight strategic drivers, tailored to the institutional context of each university. The presented framework can serve as an analytical tool to assist academic leaders in identifying these drivers and formulating contextualized and indigenous strategies.
Method: This qualitative study employed an exploratory approach. The target population consisted of higher education leaders in Iran, from whom 21 participants were selected using purposive criterion-based sampling with maximum variation (considering geographical location, university type, and managerial position). Data were collected through in-depth interviews conducted until theoretical saturation was achieved and were analyzed using thematic analysis in six phases with an inductive approach. To ensure the validity of the findings, member checking and peer review methods were utilized.
Results: A total of 279 codes were identified, which were organized into 29 organizing themes and distilled into eight overarching themes representing the critical success factors of universities: environmental dynamism and complexity, strategic and agile leadership, transformational leadership, quality, technology and digital transformation, financial management and sustainable resources, international communications and collaborations, and key competencies. The findings revealed that these factors do not operate in isolation but form an interconnected ecosystem. A key contribution of this study is the redefinition of the concept of "success factors" from static conditions to dynamic, impactful, and intertwined "strategic drivers" operationalized by academic leaders.
Conclusion: University success is a dynamic and continuous process achieved through the intelligent activation of these eight strategic drivers, tailored to the institutional context of each university. The presented framework can serve as an analytical tool to assist academic leaders in identifying these drivers and formulating contextualized and indigenous strategies.
Keywords: critical success factors, university administrators, higher education leaders, strategic drivers, thematic analysis
Type of article: Research |
Subject:
Special
Received: 2025/12/11 | Accepted: 2026/03/1 | ePublished ahead of print: 2026/05/6
Received: 2025/12/11 | Accepted: 2026/03/1 | ePublished ahead of print: 2026/05/6
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