Determinants of Competitive Advantage for Higher Education: Institutions: A Case of Selected Zambian Universities

Abstract

The purpose of this study was to explore how universities can achieve and sustain competitive advantage by examining the determinants of sustainable competitive advantage for Higher Education Institutions (HEIs) in Zambia. The study employed a sequential, quantitative-qualitative research design. Data was collected from 640 students and 13 interview participants across five universities. Partial Least Squares-Structural Equation Modelling (PLS-SEM) was used to test research hypotheses, mediation effects, and multi-group analysis. The study also used thematic content analysis. The results indicate that- human resources (β = 0.14, p = 0.13), administrative resources (β = 0.202, p = 0.001), and marketing capabilities (β = 0.116, p = 0.002)—positively influence sustainable competitive advantage, while physical resources (β = -0.019, p = 0.705) and university reputation (β = 0.006, p = 0.876) do not. Differentiation strategy was found to significantly impact sustainable competitive advantage (β = 0.364, p = 0.000) and served as a mediator between internal resources and sustainable competitive advantage. Differences in competitive advantage determinants were observed between public and private universities, while private universities exhibited minimal variations. Furthermore, two additional internal resources from the qualitative survey, alumni and research output, emerged as key determinants of sustainable competitive advantage.

The study provides empirical evidence on how universities can leverage internal resources and strategic positioning to enhance competitive advantage. However, the study is limited to a sample of Zambian universities, which may affect the generalizability of findings to other contexts. Further research could also explore external environmental factors influencing competitive advantage in HEIs.