<p> The purpose of this study was to investigate the impacts of strategic partnerships between community colleges and key stakeholders; to specifically examine strategic partnerships; leadership decision-making; criteria to evaluate strategic partnerships that added value to the institution, value to the students, faculty, staff, and the local communities; and that furthered the community college mission. One-hundred and twenty-five higher education administrators from thirty seven states and one U.S. territory participated. </p><p> The literature defined strategic partnerships in higher education (Alfred, 2006; Gajda, 2004) and highlighted the theoretical constructs of strategic management (Alfred, 2006; Myran & Howdyshell, 1994; Stahl & Grigsby 1992), leadership decision-making (Bogart, 1994; Eaton, 1988; Strauss, 1978), collaboration theory (Gray, 1989; Schroeder, 1999), negotiation theory (Faberman, 1978; Strauss, 1978), and resource dependency theory (Nienhüser, 2008; Strauss, 1982, Schwalb et al., 2011). The literature review established a basis for successful strategic partnerships. </p><p> A web-based survey was created by the author based on the literature and was reviewed by an expert panel. The sample included community college administrators, primarily College Presidents (<i>n</i> = 66). Data collection utilized SurveyMonkey. Data analysis was descriptive on seven research questions. </p><p> The recommendations abridged from the research study were: • Reevaluate strategic partnerships to meet the current goals outlined in the existing community college mission statements. • Modify the community college missions in the United States to be reflective of the federal mandates of accountability and degree completion. • Provide greater inquiry by community college administrators over the costs and benefits of strategic partnerships to improve selections that ratify the missions with focused emphasis on accountability and degree attainment. • Strengthen strategic partnerships that foster K-12 transitions, greater attainment of two-year degrees, and matriculation toward higher level degrees to be reflective of the higher expectations placed upon community colleges to meet the needs of diverse student populations. • Advance and strengthen models of strategic partnerships, particularly with the university, to improve the effectiveness and increase successful transfer rates and higher rates of degree completion.</p>
| Identifer | oai:union.ndltd.org:PROQUEST/oai:pqdtoai.proquest.com:3606831 |
| Date | 11 February 2014 |
| Creators | Ortega, Janet L. |
| Publisher | Northern Arizona University |
| Source Sets | ProQuest.com |
| Language | English |
| Detected Language | English |
| Type | thesis |
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