Author ORCID Identifier

https://orcid.org/0009-0008-2252-6413

Date Available

8-1-2024

Year of Publication

2024

Degree Name

Doctor of Philosophy (PhD)

Document Type

Doctoral Dissertation

College

Education

Department/School/Program

Educational Leadership Studies

First Advisor

Dr. Lars Björk

Abstract

While the impact of government funding for institutions of higher education has been researched extensively, little research looks at the impact of students as a funding source. This is important because students are one of the greatest contributors to higher education budgets. Within the Commonwealth of Kentucky, there has been a decline in high school graduates as well as state funding since the Great Recession in 2008.

This study uses systems theory as a theoretical framework to help understand the dynamic relationship between the external environment and institutions of higher education, as well as frame how leadership at regional institutions within Kentucky have responded as state funding and the number of traditional-age students have declined. The study included interviews with the chief enrollment management officers at three regional comprehensive institutions within the Commonwealth of Kentucky and document review.

Analysis of these data identified four themes, as discussed below: a) organizational challenges and responses; b) strategic resource management; c) adaptive organizational strategies; and d) culture adaptation. The specific strategies and plans at each of the three institutions were different, but commonalities were found between the case study sites as well. All the institutions have faced organizational challenges over the last five years that have impacted their respective institution. Each institution was impacted by the effects of COVID-19, the long-term impact of which is still unknown. Additionally, sociopolitical factors created enrollment challenges that had to be overcome by each institution. The impact of the organizational challenges put a strain on resources, requiring each chief enrollment management officer to strategically manage those that were available. Priorities had to be placed on strategies and services that would meet the goals and mission of each institution. Each of the leaders talked about the need for their organization to be adaptive. The challenges of the last five years have proven that institutions of higher education will need to be able to react quickly to environmental challenges if they are going to be successful. Finally, this study demonstrated the impact that culture has on an organization. All the chief enrollment management officers stated that culture needed to change for their institution to be successful moving forward.

Digital Object Identifier (DOI)

https://doi.org/10.13023/etd.2024.314

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