Type of Document Dissertation Author Bailey, Theresa L. URN etd-02252011-205105 Title Organizational Culture's Impact on the Effectiveness of Research Administration Units: A Multicase Study of Historically Black Doctoral Degree Granting Institutions Degree Doctor of Philosophy Department Educational Leadership and Policy Studies, Department of Advisory Committee
Advisor Name Title Joseph C. Beckham Committee Chair Peter Easton Committee Member Peter N. Kalu Committee Member Robert A Schwartz Committee Member Keywords
- higher education
- organizational behavior
Date of Defense 2011-01-14 Availability unrestricted AbstractIn this study the researcher explored the types of organizational culture at selected doctorate degree granting HBCUs to determine if there were differences in organizational culture that appeared to be related to institutional effectiveness. Specific attention was given to identifying the dominant culture and characteristics of three public doctoral degree granting historically black institutions. The primary focus of the study was the relationship between effectiveness and organizational culture in selected higher education institutions. Using a case study methodology, that was exploratory and descriptive in nature, the researcher identified the characterizations and dominant organizational culture for each of the participating institutions. Organizational theory was used as the conceptual framework for distinguishing between types of organizational culture. The study was primarily driven by semi-structured interviews and document analysis.
The following questions guided this study: (1) What characterizes the organizational culture of the three HBCUs selected for study? and (2) Are there differences in the organizational culture of the three HBCUs that appear to be related to institutional effectiveness?
Several recurring themes emerged among the institutions: (1) lack of communication, (2) increased faculty expectation, and (3) under-developed partnerships. Themes unique to each institution were also identified. These unique themes included: (1) poor customer service, (2) strained relationships between the chief research officer and the research community, (3) lack of research mission, and (4) pride and solidarity of purpose.
Implications of this study can be used in assisting university leadership understand and utilize the knowledge pertaining to organizational culture and performance on both the organizational and sub-unit levels. The study findings also inform institutional leaders of the advantages of developing a balanced culture thereby positioning them to make necessary changes during critical administrative and fiscal periods.
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