Organizational Culture Among Master's Colleges and Universities in the Upper Midwest

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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 sup-port 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 in-formation to facilitate positive institutional change and growth among a section of higher education that educates a large proportion of the nation-al 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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Teacher-Scholar: The Journal of the State Comprehensive University



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