Decision rules used in academic program closure: Where the rubber meets the road

Journal of Higher Education

Volumn 73, Issue 2, 2002, Pages 237-262

  Eckel, Peter D ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0036521255     PISSN: 00221546     EISSN: None     Source Type: Journal    
DOI: 10.1080/00221546.2002.11777142     Document Type: Article

References (51)

1. American Association of University Professors. (1995). Policy documents and reports (8th ed.). Washington DC: American Association of University Professors.
2. Ashar, H., & Shapiro, J. Z. (1990). Are retrenchment decisions rational? Journal of Higher Education, 61, 121-141.
3. Baldridge, J. V. (1971). Power and conflict in the university: Research in the sociology of complex organizations. New York: John Wiley & Sons.
4. Behn, R. D. (1988). The fundamentals of cutback management. In K. S. Cameron, R. I. Sutton, & D. A. Whetten (Eds.), Readings in organizational decline: Frameworks, research, and prescriptions (pp. 347-356). Cambridge, MA: Ballinger.
5. Bess, J. L. (1988). Collegiality and bureaucracy in the modern university: The influence of information and power on decision-making structures. New York: Teachers College Press.
6. Birnbaum, R. (1988). How colleges work: The cybernetics of academic organization and leadership. San Francisco: Jossey-Bass.
7. Birnbaum, R. (1992). How academic leadership works: Understanding success and failure in the College Presidency. San Francisco: Jossey-Bass.
8. Bolman, L. G., & Deal, T. E. (1991). Reframing organizations: Artistry, choice and leadership. San Francisco: Jossey-Bass.
9. Breneman, D. W. (1993). Higher education: On a collision course with new realities. (AGB Occasional Paper No. 22.) Association of Governing Boards, Washington DC.
10. Breneman, D. W. (1997). Alternatives to tenure for the next generation of academics. New Pathways: Faculty Careers and Employment for the 21st Century. A project of the American Association for Higher Education. Washington DC: AAHE.
11. Brunsson, N. (1982). The irrationality of action and action rationality: Decisions, ideologies and organizational actions. Journal of Management Studies, 19, 29-44.
12. Chaffee, E. E. (1983). The role of rationality in university budgeting. Research in Higher Education, 19, 387-406.
13. Cohen M. D., & March, J. G. (1986). Leadership and ambiguity (2nd ed.). Boston, MA: Harvard Business School Press.
14. Dickeson, B. (1999). Prioritizing academic programs: A comprehensive agenda for colleges and universities. San Francisco: Jossey-Bass.
15. Dill, D. D., & Sporn, B. (1995). University 2001: What will the university of the twenty-first century look like? In D. D. Dill & B. Sporn (Eds.), Emerging patterns of social demand and university reform: Through a glass darkly (pp. 212-236). Tarrytown, NY: IAU Press.
16. Dougherty, E. A. (1979, April). What is the most effective way to handle program discontinuance? Case studies from 10 campuses. Paper presented at the National Conference of the American Association of Higher Education.
17. Eckel, P. D. (1998). How institutions discontinue academic programs: Making potentially adverse decisions in an environment of shared decision making. Unpublished doctoral dissertation, University of Maryland, College Park.
18. Gladstein, D., & Quinn, J. B. (1985). Making decisions and producing action: The two faces of strategy. In J. M. Pennings & Associates (Eds.), Organizational strategy and change (pp. 198-216). San Francisco: Jossey-Bass.
19. Gumport, P. J. (1993). The contested terrain of academic program reduction. Journal of Higher Education, 64, 283-311.
20. Hardy, C. (1987). Using content, context, and process to manage university cutbacks. Canadian Journal of Higher Education, 17(1), 65-82.
21. Hardy, C. (1990). "Hard" decisions and "tough" choices: The business approach to university decline. Higher Education, 20, 301-321.
22. Harvey, J., & Immerwahr, J. (1995, Fall). Public perceptions of higher education: On Main Street and in the boardroom. Educational Record, 51-55.
23. Haworth, J. G., & Conrad, C. F. (1997). Emblems of quality in higher education. Boston: Allyn and Bacon.
24. Herriott, R. E., & Firestone, W. A. (1983). Multi-site qualitative policy research: Optimizing description and generalizability. Educational Researcher, 12, 14-19.
25. Hovey, H. A. (1999). State spending for higher education in the next decade: The battle to sustain current support. San Jose, CA: The National Center for Public Policy and Higher Education.
26. Levine, A. (1997, January 31). Higher education's new status as a mature industry. Chronicle of Higher Education, p. A48.
27. Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Beverly Hills, CA: Sage.
28. March, J. G. (1988). Bounded rationality, ambiguity, and engineering of choice. In J. G. March (Ed.), Decisions and organizations (pp. 266-293). London, Basil Blackwell.
29. March, J. G. (1994). A primer on decision making: How decisions happen. New York: The Free Press.
30. March, J. G. (1997). Understanding how decisions happen in organizations. In Z. Shapira (Ed.), Organizational decision making (pp. 9-32). New York: Cambridge University Press.
31. March, J. G., & Simon, H. A. (1992). Organizations (2nd ed.). London: Blackwell Business.
32. Massey, W. E. (1994). Can the research university adapt to a changing future? In J. R. Cole, E. G. Barber, & S. R. Graubard (Eds.), The research university in a time of discontent (pp. 191-202). Baltimore, MD: The Johns Hopkins University Press.
33. Melchiori, G. S. (1982). Planning for program discontinuance: From default to design. (AAHE-ERIC Higher Education Report No. 5.) Washington DC: AAHE.
34. Merriam S. B. (1988). Case study research in education: A qualitative approach. San Francisco: Jossey-Bass.
35. Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis (2nd ed.). Thousand Oaks, CA: Sage.
36. O'Keefe (1987, November/December). A new look at college costs. Change, 11-34.
37. Pennings, J. M. (1986). The nature of strategic decision making. In J. M. Pennings (Ed.), Decision making: An organizational behavior approach (2nd ed., pp. 201-243). Markus Wiener.
38. Perrow, C. (1986). Complex organizations (3rd ed.). New York: Random House.
39. Pettigrew, A. M. (1995). Longitudinal field research on change: Theory and practice. In G. P. Huber & A. H. Van de Ven (Eds.), Longitudinal field research methods: Studying processes of organizational change (pp. 91-125). Thousand Oaks, CA: Sage.
40. Pettigrew, A. M., Ferlie, E., & McKee, L. (1992). Shaping strategic change: Making change in large organizations. The case of the National Health Service. Newbury Park: Sage.
41. Pfeffer, J. (1982). Organizations and organization theory. Boston, MA: Pitman.
42. Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. New York: Harper and Row.
43. Pfeffer, J., & Salancik, G. R. (1980). Organizational decision making as a political process: The case of a university budget. In D. Katz, R. L. Kahn, & J. S. Adams (Eds.), The study of organizations (pp. 397-413). San Francisco: Jossey-Bass.
44. Rosovsky, H. (1990). The university: An owner's manual. New York: W. W. Norton.
45. Simon, H. A. (1986). Theories of bounded rationality. In C. B. McGuire & R. Radner (Eds.), Decision and organization: A volume in honor of Jacob Marshal Minneapolis: University of Minnesota Press.
46. Slaughter, S. (1993). Retrenchment in the 1980s: The politics of prestige and gender. Journal of Higher Education, 64, 250-282.
47. Slaughter, S. (1995). Criteria for restructuring postsecondary education. Journal for Higher Education Management, 10(2), 31-44.
48. Van de Ven, A. H., & Poole, M. S. (1995). Explaining development and change in organizations. Academy of Management Review, 20, 510-540.
49. Weick, K. E. (1979). The social psychology of organizing (2nd ed.). New York: McGraw-Hill.
50. Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage.
51. Yin R. K. (1994). Case study research: Design and methods. Thousand Oaks, CA: Sage.