Reduced Financial Resources and the Strategic Position of Community Colleges: How an "Embedded Community College" Can Neutralize External Pressures

Persistent Link:
http://hdl.handle.net/10150/311458
Title:
Reduced Financial Resources and the Strategic Position of Community Colleges: How an "Embedded Community College" Can Neutralize External Pressures
Author:
Namuo, Clyne Gill Hanalei
Issue Date:
2013
Publisher:
The University of Arizona.
Rights:
Copyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author.
Abstract:
This multi-site case study is really the story of three same-state community colleges (Bridge and Buffer Community College, Grants and Reserves Community College, and Crystal Ball Community College) two years after they suffered a potentially catastrophic 50% reduction in state allocations. This study examined their responses to those reductions and attempted to frame those responses according to existing research on strategic activity and strategic positioning. The theoretical framework used, referenced as a theoretical mesh, consisted of academic capitalism (Slaughter & Leslie, 1997; Slaughter & Rhoades, 2004), resource dependence theory (Pfeffer & Salancik, 1978), state relative autonomy perspective (Dougherty, 1994), and neo-institutional theory (DiMaggio & Powell, 1983). The synthesis of these theories facilitated the analysis of the findings of this study. This study identified three key phenomena: The Quartering of Community Colleges to conceptualize and organize the abundance of external pressures facing community colleges, Mandates to Neutralize to explain the importance of an aggressive and formal approach to neutralizing external pressures, and Embedded Community Colleges whose strategic positions are strengthened through a deliberate, committed approach to fostering close relationships with their local communities.
Type:
text; Electronic Dissertation
Keywords:
community colleges; community college strategy; higher education strategy; strategic positioning; strategy; Higher Education; academic strategy
Degree Name:
Ph.D.
Degree Level:
doctoral
Degree Program:
Graduate College; Higher Education
Degree Grantor:
University of Arizona
Advisor:
Deil-Amen, Regina

Full metadata record

DC FieldValue Language
dc.language.isoen_USen_US
dc.titleReduced Financial Resources and the Strategic Position of Community Colleges: How an "Embedded Community College" Can Neutralize External Pressuresen_US
dc.creatorNamuo, Clyne Gill Hanaleien_US
dc.contributor.authorNamuo, Clyne Gill Hanaleien_US
dc.date.issued2013-
dc.publisherThe University of Arizona.en_US
dc.rightsCopyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author.en_US
dc.description.abstractThis multi-site case study is really the story of three same-state community colleges (Bridge and Buffer Community College, Grants and Reserves Community College, and Crystal Ball Community College) two years after they suffered a potentially catastrophic 50% reduction in state allocations. This study examined their responses to those reductions and attempted to frame those responses according to existing research on strategic activity and strategic positioning. The theoretical framework used, referenced as a theoretical mesh, consisted of academic capitalism (Slaughter & Leslie, 1997; Slaughter & Rhoades, 2004), resource dependence theory (Pfeffer & Salancik, 1978), state relative autonomy perspective (Dougherty, 1994), and neo-institutional theory (DiMaggio & Powell, 1983). The synthesis of these theories facilitated the analysis of the findings of this study. This study identified three key phenomena: The Quartering of Community Colleges to conceptualize and organize the abundance of external pressures facing community colleges, Mandates to Neutralize to explain the importance of an aggressive and formal approach to neutralizing external pressures, and Embedded Community Colleges whose strategic positions are strengthened through a deliberate, committed approach to fostering close relationships with their local communities.en_US
dc.typetexten_US
dc.typeElectronic Dissertationen_US
dc.subjectcommunity collegesen_US
dc.subjectcommunity college strategyen_US
dc.subjecthigher education strategyen_US
dc.subjectstrategic positioningen_US
dc.subjectstrategyen_US
dc.subjectHigher Educationen_US
dc.subjectacademic strategyen_US
thesis.degree.namePh.D.en_US
thesis.degree.leveldoctoralen_US
thesis.degree.disciplineGraduate Collegeen_US
thesis.degree.disciplineHigher Educationen_US
thesis.degree.grantorUniversity of Arizonaen_US
dc.contributor.advisorDeil-Amen, Reginaen_US
dc.contributor.committeememberDeil-Amen, Reginaen_US
dc.contributor.committeememberRhoades, Garyen_US
dc.contributor.committeememberJaquette, Ozanen_US
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