GENERIC STRATEGIES AS A MEDIATOR OF INSTITUTIONAL PERFORMANCE: EVIDENCE FROM ZAMBIAN UNIVERSITIES

Higher Education Institutions (HEIs) are increasingly adopting strategic approaches to remain competitive in an evolving academic and economic environment. Porter’s generic strategies—cost leadership, differentiation, and focus—provide a framework for institutions to achieve sustainable competitive advantage. Cost leadership emphasizes reducing operational costs to gain a pricing edge, differentiation focuses on delivering unique value, and focus strategies target specific student groups with distinct needs. The choice of strategy, however, is shaped by both internal capabilities and external environmental forces, making strategic alignment essential for long-term performance. Existing literature emphasizes that competitive advantage is not merely about outperforming rivals but also about creating superior value, either through affordability or by offering distinctive services that command a premium. For universities, this extends beyond financial metrics to include academic excellence, service delivery, research output, and student satisfaction. As the higher education sector in Zambia and globally faces increasing competition, understanding the mediating role of generic strategies in enhancing institutional performance is critical. This study examines how Zambian universities leverage cost leadership, differentiation, and focus strategies to strengthen competitiveness and drive overall institutional performance. Findings are expected to highlight the strategic pathways through which HEIs can sustain relevance, improve service quality, and align with global standards in higher education.