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Financial Crisis Management in Highe...

Dorantes, Andrew R.

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Financial Crisis Management in Higher Education: How Private Colleges and Universities Responded to the 2007--2009 Financial Crisis (The Great Recession).

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Financial Crisis Management in Higher Education: How Private Colleges and Universities Responded to the 2007--2009 Financial Crisis (The Great Recession)./
作者:	Dorantes, Andrew R.
面頁冊數:	166 p.
附註:	Source: Dissertation Abstracts International, Volume: 76-03(E), Section: A.
Contained By:	Dissertation Abstracts International76-03A(E).
標題:	Higher education administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3642079
ISBN:	9781321287325

Financial Crisis Management in Higher Education: How Private Colleges and Universities Responded to the 2007--2009 Financial Crisis (The Great Recession).
Dorantes, Andrew R.

Financial Crisis Management in Higher Education: How Private Colleges and Universities Responded to the 2007--2009 Financial Crisis (The Great Recession). - 166 p.

Source: Dissertation Abstracts International, Volume: 76-03(E), Section: A.

Thesis (Ph.D.)--The Claremont Graduate University, 2014.

This item must not be sold to any third party vendors.

This study investigated how private colleges and universities responded to the 2007--2009 Great Recession and whether the strategies they used contributed to their financial recovery. Ellen Chaffee's (1984) two models of strategy, the adaptive model (e.g. securing resources to ensure the organization's survival) and the interpretive model (e.g. valuing the importance of culture and symbols to the organization), served as the theoretical framework for this study. The sample for this study consisted of 20 institutions that were either members of the Pacific Consortium of Liberal Arts Colleges or the Consortium of Liberal Arts Colleges. Some of the sample institutions were members of both groups. The overall design of this study was a qualitative approach using interviews. The researcher calculated and used the Composite Financial Index, a comprehensive financial assessment tool developed by KPMG, Prager, Sealy & Co., LLC, and Bearing Point, Inc., to classify institutions in two equally sized groups: more resilient and less resilient.

ISBN: 9781321287325Subjects--Topical Terms:

2122863
Higher education administration.

Financial Crisis Management in Higher Education: How Private Colleges and Universities Responded to the 2007--2009 Financial Crisis (The Great Recession).
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245 1 0 $a Financial Crisis Management in Higher Education: How Private Colleges and Universities Responded to the 2007--2009 Financial Crisis (The Great Recession).
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500 $a Source: Dissertation Abstracts International, Volume: 76-03(E), Section: A.
500 $a Adviser: Daryl G. Smith.
502 $a Thesis (Ph.D.)--The Claremont Graduate University, 2014.
506 $a This item must not be sold to any third party vendors.
520 $a This study investigated how private colleges and universities responded to the 2007--2009 Great Recession and whether the strategies they used contributed to their financial recovery. Ellen Chaffee's (1984) two models of strategy, the adaptive model (e.g. securing resources to ensure the organization's survival) and the interpretive model (e.g. valuing the importance of culture and symbols to the organization), served as the theoretical framework for this study. The sample for this study consisted of 20 institutions that were either members of the Pacific Consortium of Liberal Arts Colleges or the Consortium of Liberal Arts Colleges. Some of the sample institutions were members of both groups. The overall design of this study was a qualitative approach using interviews. The researcher calculated and used the Composite Financial Index, a comprehensive financial assessment tool developed by KPMG, Prager, Sealy & Co., LLC, and Bearing Point, Inc., to classify institutions in two equally sized groups: more resilient and less resilient.
520 $a This study found that both more and less resilient institutions utilized adaptive strategies. The study did not find, as hypothesized, that less resilient institutions used primarily adaptive strategies. Less resilient institutions also used interpretive strategies, however, not to the same extent. The researcher observed the following factors which influenced financial resiliency: (1) the presence of significant financial challenges prior to the crisis or ignoring the crisis constrained financial resiliency, unless mitigated by other factors; (2) significant endowment dependence constrained financial resiliency, unless mitigated by other factors; (3) saving millions of dollars and transferring to reserves during the crisis by more resilient institutions enhanced financial resiliency; and (4) multiple cost reduction and revenue enhancement activities that produced significant dollars contributed towards financially resiliency.
520 $a Several lessons can be learned from this study including: (1) how an institution responds to a crisis is as important as the response itself; (2) within financial crises there are opportunities to improve the institution; (3) it is important to assess the problem thoroughly before implementing solutions; (4) be wary of responses with unintended consequences; and (5) preparation for a crisis is a important component of successful management of a crisis.
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