Purpose: The purpose of this paper is to address the knowledge management (KM) challenges faced by the administration of a small university which does not have a mature research culture. Design/methodology/approach: The paper follows both technocratic as well as ecological approaches to develop a sustainable KM. Strengths, weaknesses,…

In the 2000s, changes in the external environment, including changing student demographics, increased competition, and declining government support, are affecting public higher education administrators. The growth in online enrollment is increasing at a rate higher than the total higher education enrollment, and the majority of university…

Colleges survive sometimes because they are able to merge with another institution (a for-profit company, another private college, a state university). The change at the College of Charleston was shaped in the 1970s, when the college did not "merge" with a state institution--it "became" a state institution, which grew.. and…

Colleges and universities across the country are seeking ways to strategically position their campuses within the growingly competitive landscape of higher education. The presidents of these institutions are approaching these changes with a watchful eye on the fiscal, environmental, and human resources involved. The purpose of this study was to…

The purpose of this study was to determine the relationship between technology planning and strategic planning in small private liberal arts colleges and universities that were members of the Appalachian College Association (ACA). The objective of the study was to determine if the technology initiatives were appropriately aligned to the…

Chief academic officers (CAOs) of independent colleges and universities are the principal leaders and managers of the academic programs of the institutions they serve. The core functions of higher education--teaching students, conducting scholarly research, and service to the academic community--usually fall under their purview. Despite these…

In an era of declining resources, higher education institutions are marshalling efforts to respond and remain sustainable. For small private college and universities with non-selective admissions criteria and limited resources, this is a particularly challenging period. The relationships between faculty and administrators play a key role in how…

About a year ago, Heidelberg College pumped up its spending for a new, streamlined scholarship program, and then promoted its simplified formula so that students would know how much they could get before they even applied. Heidelberg's strategies worked as it was able to brought in the second-largest class in its 158-year history and a gain in its…

Officials at Villa Julie College marvel at how quickly the institution's transformation took place, from serving commuters to becoming a much more residential campus. As recently as the 2003-2004 academic year, Villa Julie, located in an affluent suburb of Baltimore, was leasing off-campus apartments to house more than 300 students because zoning…

This chapter examines the role of vice president for student affairs and dean of students, the similarities and differences between the two roles, and the realities of holding both titles at a small college.

Small private colleges that are heavily tuition dependent are challenged each year to maintain and grow student enrollments. This longitudinal study investigates how certain colleges have structured enrollment management efforts in response. The results indicate that over the last several years there has been a significant migration to the…

Describes the bold but successful steps taken by Saint Joseph's College to ensure institutional survival. (EV)

Discusses why small, liberal arts colleges must be careful when developing model technology without creating other problems with it. Technology implementation problems and their solutions at one small college are highlighted. (GR)

Describes the bold but successful steps taken by Champlain College to ensure institutional survival, such as eliminating 15 departments and clearly defining institutional mission. (EV)

This article discusses Antioch College, a once-prominent countercultural institution that will be closed in 2008 due to serious financial problems. Antioch has been hemorrhaging money for years. Its Board of Trustees has decided to shutter the college by July 2008 and lay off most of its 160 staff and faculty members. Although the administration…