Through an open-door admissions policy, affordable tuition rates, and pulse on regional workforce needs, community colleges keep the dream of higher education and career preparation alive for all Americans, regardless of socio-economic status. Although public enterprises partially funded through tax-payer dollars, community colleges have not been insulated by the unprecedented disruption within US higher education in the last two decades. The COVID-19 pandemic has only exacerbated the need for careful strategic management to sustain community colleges into the future. Adopting Lumpkin and Dess' (1996) Entrepreneurial Orientation (EO) model as a framework, this narrative research study explores community college entrepreneurial actions as a source of strategic renewal pre, during and post the COVID-19 pandemic. Through qualitative data collected from ten community college presidents, the findings reveal that community colleges pursue entrepreneurial initiatives through the lens of their social mission. Using taxonomy of Lumpkin and Dess' (1996) five dimensions of EO, these initiatives were described to varying degrees as being innovative, proactive, risky and competitively aggressive. However, autonomy was limited. Findings suggests that a sixth dimension, entitled "collaboration", is an appropriate descriptor of entrepreneurial processes in the community college environment. The study offers theoretical implications as well as practical considerations for community college leaders as they consider plans for future sustainability. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]