This article contributes to the debate on university organisational actorhood by surveying the drivers of university strategic behaviour and choice. Utilising organisational literature and interviews with senior leaders from three Canadian research-intensive universities, the article elucidates the dynamics underlying universities' behaviours associated with global university rankings. Contrary to previous studies, the analysis suggests that global rankings exert more influence on Canadian universities than it is commonly assumed. Findings show that (1) global rankings are integral to the case universities' strategic positioning, legitimacy managing, and revenue-generating efforts in an era where government funding has become a source of constant concern; (2) global rankings are perceived more important than "Maclean's -- Canada's" national university ranking -- for institutional priorities and promotional strategies; and (3) specialised personnel and units have been created by universities to optimise data flows and improve their ranking positions. The article additionally examines contemporary issues on the academic landscape that create the conditions for institutionalising global rankings, a course of action commonly perceived as irreconcilable with the egalitarian ethos and flatter hierarchical structure of Canada's postsecondary education. The article offers a new perspective on the determinants of strategic behaviour and organisational change in higher education and outlines directions for future research.