Developing a strategic planning model for non-formal language education: evidence from a qualitative case study

Abstract

The non-formal language education sector is increasingly influenced by growing competitive pressure, shifting learner expectations, digital transformation processes, and ongoing changes in labour market requirements. In this context, reliance on conventional operational management approaches is insufficient, as institutions are required to engage in more strategically oriented and responsive decision-making. This study addresses this need by developing an empirically grounded strategic planning model tailored to non-formal language education institutions. A qualitative case study design was employed to explore this issue in depth. Data were collected through focus group discussions involving key stakeholder groups, including school management, teachers, parents, and students from the Kėdainiai Language School in Lithuania. The complexity of stakeholder perspectives as research participants was collected by organising them into heterogeneous groups. Grounded theory procedures were used for data analysis. The resulting model highlights the importance of balancing educational quality, community engagement, program flexibility, organizational visibility, and digital development. These dimensions serve to shape institutional development. This provides a more nuanced basis for strategic decision-making and supports language education providers in strengthening their strategic development in the long term. It includes and explains the societal contribution within a dynamic educational environment.