This chapter sheds light on the ways in which institutional research (IR) professionals can be involved in the development and/or modification of high-quality academic programs. Suggestions from authors within this volume for how IR can assist in accomplishing these goals will be integrated and organized in alignment with Terenzini's (1993) three…

Graduate programs in higher education administration and leadership have sought to equip students with the knowledge, skills, and competencies for higher education leadership; that is, to prepare globally minded leaders who can navigate the internal and external demands of, and for, higher education. With the use of the Lattuca and Stark model of…

The prevalence and emergence of college promise programs presents interesting and important methodological challenges. Based on their immediate access to de-identified data of applicants and enrollees, institutional researchers are in a privileged position to rigorously assess the effect of these programs in a myriad of outcomes. This study is a…

Understanding one's competitive stance in a globally competitive environment provides the requisite awareness to maintain both competitive edge and institutional responsiveness. In this chapter, three case studies are presented to provide examples of ways in which strategic scanning can enhance the academic program development process and how…

This chapter provides a conceptual model that academic leaders can use to navigate the complex, and often contentious, organizational terrain of academic program development. The model includes concepts related to the institution's external environment, as well as internal organizational structures, cultures, and politics. Drawing from the…