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Dissertation/Thesis Abstract

Strategic partnerships in higher education
by Ortega, Janet L., Ed.D., Northern Arizona University, 2013, 283; 3606831
Abstract (Summary)

The purpose of this study was to investigate the impacts of strategic partnerships between community colleges and key stakeholders; to specifically examine strategic partnerships; leadership decision-making; criteria to evaluate strategic partnerships that added value to the institution, value to the students, faculty, staff, and the local communities; and that furthered the community college mission. One-hundred and twenty-five higher education administrators from thirty seven states and one U.S. territory participated.

The literature defined strategic partnerships in higher education (Alfred, 2006; Gajda, 2004) and highlighted the theoretical constructs of strategic management (Alfred, 2006; Myran & Howdyshell, 1994; Stahl & Grigsby 1992), leadership decision-making (Bogart, 1994; Eaton, 1988; Strauss, 1978), collaboration theory (Gray, 1989; Schroeder, 1999), negotiation theory (Faberman, 1978; Strauss, 1978), and resource dependency theory (Nienhüser, 2008; Strauss, 1982, Schwalb et al., 2011). The literature review established a basis for successful strategic partnerships.

A web-based survey was created by the author based on the literature and was reviewed by an expert panel. The sample included community college administrators, primarily College Presidents (n = 66). Data collection utilized SurveyMonkey. Data analysis was descriptive on seven research questions.

The recommendations abridged from the research study were: • Reevaluate strategic partnerships to meet the current goals outlined in the existing community college mission statements. • Modify the community college missions in the United States to be reflective of the federal mandates of accountability and degree completion. • Provide greater inquiry by community college administrators over the costs and benefits of strategic partnerships to improve selections that ratify the missions with focused emphasis on accountability and degree attainment. • Strengthen strategic partnerships that foster K-12 transitions, greater attainment of two-year degrees, and matriculation toward higher level degrees to be reflective of the higher expectations placed upon community colleges to meet the needs of diverse student populations. • Advance and strengthen models of strategic partnerships, particularly with the university, to improve the effectiveness and increase successful transfer rates and higher rates of degree completion.

Indexing (document details)
Advisor: Papa, Rosemary
Commitee: Blancero, Donna, Brown, Richard, Garza, Librado
School: Northern Arizona University
Department: Educational Leadership
School Location: United States -- Arizona
Source: DAI-A 75/04(E), Dissertation Abstracts International
Subjects: Community college education, Educational leadership
Keywords: Community college mission, Educational leadership, Leadership decision-making, Strategic partnerships
Publication Number: 3606831
ISBN: 978-1-303-64108-4
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