A framework for financial autonomy in universities applying Interpretive Structural Modeling (ISM) technique

The purpose of this study was to provide a framework for financial autonomy of public universities in Tehran with qualitative approach. Due to the limited size of the population, purposive sampling was performed in which 20 experts with experience in the field of university financial management were selected. Semi-structured interviews were used to collect the required data. To achieve the goal of the research, two main steps were taken: 1) Identifying general strategies for financial self-governance of universities, in which at this stage, the SWOT technique was used to achieve general strategies. Analysis of results in the first step of the formation of the SWOT matrix and the interaction of the four strategies, identified 14 general and optimal strategies for financial autonomy of the university. Thus, it can be concluded that financial autonomy begins with rethinking and managing the internal processes of universities. 2) Providing a framework for financial autonomy of the studied universities, in which the Interpretive Structural Modeling method was used.  The second step of the research actually explained why the first stage shows the policy maker and planner of higher and university education how each of the strategies identified in the first stage, in a schematic structure together with the whole structure of the university are in touch. Based on the results of this stage, the financial autonomy strategies of the studied universities were classified into 5 levels. Given the characteristics of each level and the principles governing the interpretation of the results of ISM, if universities are to succeed in the realm of financial autonomy, they must start from a point that is more inclusive of the endogenous factors of the university system. Identified linkage factors in this context are among the factors that with proper management and planning can be expected to make significant changes in the realm of revenue and change revenue generation practices. In general, the results showed that among the various factors that can affect the financial autonomy of universities, some have more key role compared to other actors, due to their position in the framework, and they can be a factor in moving the university forward in achieving financial autonomy. Therefore, managing and planning to change and activate each of the factors extracted in the linkage factors section, can bring the university one step closer to financial autonomy. Due to limited resources and economic instability, it is better for a university to first choose strategies that have a higher priority.