Alumni demographics are rapidly changing, and alumni associations are looking for new ways to increase alumni engagement. Using Lewin's (1947) organizational change theory and Homans's (1958) social exchange theory, this study examines two Research 1 institutions in a comparative case study. By comparing the experiences of two institutions, alumni associations can identify successful practices and adapt them to their own context. One key finding of this study is the importance of creating community among alumni. By fostering a sense of belonging and a shared identity, alumni are more likely to engage with their alumni association and with each other. In addition, by providing value to alumni, alumni associations can build trust and loyalty, leading to increased engagement over time. By celebrating the achievements of alumni and showcasing their successes, alumni associations can inspire other alumni to engage with and become more active in the campus community. Alumni associations can use Lewin's organizational change theory and Homans's social exchange theory to develop effective strategies for engaging their alumni. By creating a community, connecting with alumni, and building alumni pride, associations can increase engagement and diversify their alumni base. The comparative case study approach offers a valuable tool for identifying successful practices and adapting them to individual contexts. [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.]