The concept of strategy in the early childhood education and care sector

Author
Vannebo, B. I., & Gotvassli, K.-Å.
Source
European Early Childhood Education Research Journal, 25(1), 4-18.
Year
2017

Purpose

The purpose of this study is to contribute to a better understanding of how the concepts of strategy and strategic management are understood and practiced within the early childhood education and care (ECEC) sector. This is done by looking more closely at how strategy is described in policy documents at different levels of the ECEC sector in Norway, how ECEC managers understand the concept of strategic management, and the extent to which ECEC managers work with strategy at their own ECEC centre.

Result

The document analysis shows that policy documents at national, municipal and institutional level contain some sort of strategic perspective or tool. Although the term quality is used far more often than strategy in the documents analysed, the authors conclude that the form and intended function of the documents clearly show that the documents are in fact strategic plans, and that strategy is an integral part of the perspective guiding the organisational planning in the ECEC sector.

In the interview study, the authors find that the managers primarily work with strategy by developing internal circumstances and key functions within the ECEC centre. However, the analysis also indicates that strategy is understood and practiced in different ways. The authors identify four main categories that reflect the managers' different types of manager:

1. The pragmatic renewer.
According to the authors, the "pragmatic renewer" seems to develop and implement many strategic activities in practice without as such being aware of the concept of strategic management. For example, "the pragmatic renewer" focuses on the ECEC centre's inner life, which is values that inspire the idea behind the ECEC centre and focus on resolving specific problems. The authors find many examples of this type of manager.

2. The operations manager.
The "operations manager" is typically not aware of the concept of strategic management, but focuses on specific, day-to-day routines and tasks at the ECEC centre. This manager type does not spend much time and energy on developing new initiatives at the ECEC centre or trying to strengthen collaboration with external stakeholders. Focus is rather on making everyday life as unproblematic as possible.

3. The strategic manager.
"The strategic manager" works actively to enhance the relationship between the ECEC centre and the surrounding environment. For example, by advertising for the ECEC centre or by positioning the ECEC centre against other ECEC centres in the race for financial resources and political goodwill. This type of manager both has a clear understanding of the concept of strategic management and is able to implement strategic activities at the ECEC centre.

4. The developmental philosopher.
"The developmental philosopher" is familiar with the concept of strategic management, but is less able to realise what he/she assesses is important strategic work. According to the authors, this type of manager is more rare.

Design

The authors conducted a document analysis of the Norwegian framework plan from 2006 and 2011, municipal policy plans from two selected municipalities, as well as annual plans from six ECEC centres in the two selected municipalities. In addition, the authors conducted semi-structured interviews with ten managers from different types of ECEC centre (small and large, urban and rural, public and private). The interviews focused on the different management functions, the personal managerial identity of the manager, the ECEC centre as a learning organisation, the national curriculum and government goals for learning in the ECEC sector, as well as different management forms in the ECEC centre.

References

Vannebo, B. I., & Gotvassli, K.-Å. (2017). The concept of strategy in the early childhood education and care sector. European Early Childhood Education Research Journal, 25(1), 4-18.