Institutions, including universities, adapt to the environment in which they operate. By expanding overseas to support study abroad participation, the globalized university is required to adapt to new international environments. This instrumental case study explores the use of international institutional study away sites owned and operated by New York University (NYU). It examines the ways in which these sites have prompted change within NYU's central offices and the impact of this evolution on central organizational structures. The research was conducted through an embedded case study in which one case (NYU) with multiple units of analysis (central NYU offices) was studied through document analysis and interviews. Interview participants included high-level administrators with experience in the leadership and development of processes related to the sites between 2012 and 2022, the bounds of this case. The study finds four themes relating to how an adaptive response through this type of internationalization affects the university. First, it prompts a movement toward increased centralization within the institution. Next, administrators emphasize their role in providing administrative scaffolding supporting academics as a core function of the system. The study also finds that administrators must navigate issues around the integration of these sites into the central university. Finally, a collegial administrative community was found to be a goal of central offices in their management of the sites and their interactions with local staff abroad. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]