The number of international students that travel abroad for their tertiary education has increased dramatically in the last twenty years. Responding to this increase in international student demand and internal motivations for prestige and financial resources, universities in the US have developed international enrollment management offices to coordinate activities that attract and enroll students from around the world. While international student motivations and university internationalization have been studied extensively, little is known about the experiences of international enrollment professionals and how they manage their enrollments. Using an organizational institutionalism framework, the purpose of this study is to determine how international enrollment managers select recruitment activities to serve the needs of their universities. Through a qualitative multicase study methodology, this research compiled data from four international enrollment managers at large, public doctoral-granting universities across the United States. Data included qualitative content analysis of university and state government websites, participant surveys, and semi-structured interviews. Findings from the study showed that access to financial resources, how university leadership valued international students, university prestige, and the strength of managers' professional networks were all determinants of a manager's positioning for selection. Based on that positioning, managers would pursue either isomorphic (standard) or non-isomorphic (unique) activities to recruit international students. [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.]