國立虎尾科技大學 |

How Do Small, Private, Tuition-Dependent Institutions Meet Enrollment Goals in a Highly Competitive Geographic Market?

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	How Do Small, Private, Tuition-Dependent Institutions Meet Enrollment Goals in a Highly Competitive Geographic Market?/
作者:	Aravamudhan, Radhika.
面頁冊數:	1 online resource (168 pages)
附註:	Source: Dissertations Abstracts International, Volume: 85-02, Section: B.
Contained By:	Dissertations Abstracts International85-02B.
標題:	Higher education administration. -
電子資源:	click for full text (PQDT)
ISBN:	9798380136587

How Do Small, Private, Tuition-Dependent Institutions Meet Enrollment Goals in a Highly Competitive Geographic Market?
Aravamudhan, Radhika.

How Do Small, Private, Tuition-Dependent Institutions Meet Enrollment Goals in a Highly Competitive Geographic Market? - 1 online resource (168 pages)

Source: Dissertations Abstracts International, Volume: 85-02, Section: B.

Thesis (Ed.D.)--University of Pennsylvania, 2023.

Includes bibliographical references

According to the National Center for Education Statistics (NCES), there were 3,982 degree-granting postsecondary institutions in the United States in the 2019-2020 school year. Of these, 1,625 were public institutions and another 1,660 were private, nonprofit institutions (four-year and two-year schools). The private, nonprofit sector plays an important role and contributes much to meeting the nation's educational needs. Within this sector are small, private, nonprofit, tuition-dependent institutions that are highly vulnerable to the current downward trends in the higher education market. They are financially vulnerable because of their high dependence on tuition dollars. When enrollment declines, without large endowments such small institutions face significant financial pressure. They must respond if they are to thrive or even survive.Colleges and universities, like other businesses, respond to competition by pursuing two types of change - strategic and operational. In this study, three institutions with overlapping Catholic missions were selected that all compete against each other in a college-dense metropolitan area in the Northeast. Administrators from these institutions, including the president, the provost, members of the enrollment management team, and other senior administrators who were responsible for institutional well-being, were interviewed to understand the changes they made to respond to the enrollment challenges faced at their institution between 2017-2021. Using a qualitative, multi-case study thematic approach, the results were evaluated through the lens of Porter's framework of strategy and using Mintzberg's extension to determine if these changes were deliberate or emergent. Both strategic and operational changes were used at all three institutions, with varying degrees of success, to meet their enrollment challenges.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798380136587Subjects--Topical Terms:

1148709
Higher education administration.
Subjects--Index Terms:

Emergent strategiesIndex Terms--Genre/Form:

554714
Electronic books.

How Do Small, Private, Tuition-Dependent Institutions Meet Enrollment Goals in a Highly Competitive Geographic Market?
LDR:03325ntm a22004097 4500 001 1145701
005 20240711091754.5
006 m o d
007 cr bn ---uuuuu
008 250605s2023 xx obm 000 0 eng d
020 $a 9798380136587
035 $a (MiAaPQ)AAI30566275
035 $a AAI30566275
040 $a MiAaPQ $b eng $c MiAaPQ $d NTU
100 1 $a Aravamudhan, Radhika. $3 1470901
245 1 0 $a How Do Small, Private, Tuition-Dependent Institutions Meet Enrollment Goals in a Highly Competitive Geographic Market?
264 0 $c 2023
300 $a 1 online resource (168 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertations Abstracts International, Volume: 85-02, Section: B.
500 $a Advisor: Eckel, Peter.
502 $a Thesis (Ed.D.)--University of Pennsylvania, 2023.
504 $a Includes bibliographical references
520 $a According to the National Center for Education Statistics (NCES), there were 3,982 degree-granting postsecondary institutions in the United States in the 2019-2020 school year. Of these, 1,625 were public institutions and another 1,660 were private, nonprofit institutions (four-year and two-year schools). The private, nonprofit sector plays an important role and contributes much to meeting the nation's educational needs. Within this sector are small, private, nonprofit, tuition-dependent institutions that are highly vulnerable to the current downward trends in the higher education market. They are financially vulnerable because of their high dependence on tuition dollars. When enrollment declines, without large endowments such small institutions face significant financial pressure. They must respond if they are to thrive or even survive.Colleges and universities, like other businesses, respond to competition by pursuing two types of change - strategic and operational. In this study, three institutions with overlapping Catholic missions were selected that all compete against each other in a college-dense metropolitan area in the Northeast. Administrators from these institutions, including the president, the provost, members of the enrollment management team, and other senior administrators who were responsible for institutional well-being, were interviewed to understand the changes they made to respond to the enrollment challenges faced at their institution between 2017-2021. Using a qualitative, multi-case study thematic approach, the results were evaluated through the lens of Porter's framework of strategy and using Mintzberg's extension to determine if these changes were deliberate or emergent. Both strategic and operational changes were used at all three institutions, with varying degrees of success, to meet their enrollment challenges.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2024
538 $a Mode of access: World Wide Web
650 4 $a Higher education administration. $3 1148709
650 4 $a Educational administration. $3 1148465
653 $a Emergent strategies
653 $a Enrollment
653 $a Higher education mergers
653 $a Nonprofit institutions
653 $a Private
653 $a Strategic changes
655 7 $a Electronic books. $2 local $3 554714
690 $a 0446
690 $a 0514
690 $a 0474
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a University of Pennsylvania. $b Higher Education Management. $3 1181792
773 0 $t Dissertations Abstracts International $g 85-02B.
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=30566275 $z click for full text (PQDT)