Internal Managerial Practices of Selected Public Universities in Promoting Knowledge Economy Initiatives in Tanzania

Abstract

This study explored the internal managerial practices of university institutions in promoting knowledge economy initiatives in Tanzania. It examined how university management applies the functions of planning, organizing, controlling, and leading to align operations within knowledge economy (KE) goals. In response to global demands for knowledge-based development, universities are shifting from traditional self-governing models to strategic institutions fostering knowledge creation, dissemination, and application. The study adopted a qualitative approach guided by interpretive philosophy, using document reviews and in-depth interviews with 30 purposefully selected university mangers including Directors of Research and Publications, Deans, Heads of Departments, and Coordinators. Thematic analysis revealed that university planning integrates R&D and innovation, ICT, licensing, and industry partnerships, but lacks comprehensive situational analyses to inform KE policies. Organizing functions were found to support KE through consultancy bureaus, research dissemination platforms, startup incubation, and use of media, though interdisciplinary collaboration and works remains weak. Control mechanisms such as quality assurance and ethics committees are in place but often overlook qualitative research impact measures, including stakeholder feedback and societal relevance. Leadership practices promoting vision, flexibility, and empowerment were evident, yet often constrained by institutional pressures favoring rapid publication for promotion over research quality and commercialization. The study concludes that while Tanzanian universities exhibit some alignment with KE initiatives, gaps remain in qualitative focus, interdisciplinary research, bureaucracy tendencies and leadership motivation. It recommends strengthening qualitative dimensions of research, interdisciplinary collaboration, flexible leadership, and provision of resources like grants and training. Future research is needed on the role of academic leadership personality traits in fostering research commercialization and on models for integrating KE indicators in Tanzanian university performance frameworks.