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Teacher-Scholar: The Journal of the State Comprehensive University

Abstract

Shrinking budgets and growing mission creep currently threaten the American higher education landscape. This situation is exacerbated by an increased push within academe to differentiate colleges and universities (Clark, 1989; Crow, 2007; Henderson, 2009) toward greater specialization and the use of branding as an attempt to achieve higher status (Morphew, 2002). Yet, such trends are being promulgated with little empirical support for their potential to benefit American higher education. An identification of how organizational culture manifests among master’s colleges and universities could provide campus leadership with the relevant information to facilitate positive institutional change and growth among a section of higher education that educates a large proportion of the national population of students. By better understanding organizational culture among their campuses, administrators and faculty may better advocate for more relevant changes that ultimately benefit their students.

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