Building on the previous chapters in the volume, this concluding chapter provides a practical overview of theories relating to religious diversity and organizational change to outline recommended actions for practitioners across higher education functional areas who want to create a more equitable landscape for non-Christian college students.

Drawing on the experience of one university seeking to improve its faculty mentoring efforts, this chapter provides a model for how organizations can facilitate the broad adoption of new mentoring practices that contextualize individual behavior in institutional norms so what results is more than a "rationalized myth."

A common critique of current programs and initiatives designed to address and eradicate persistent racial disparities in undergraduate STEM education is the focus on student outcomes as an indicator of project performance. This chapter will explore the existing literature on STEM reform through the lens of organizational change highlighting the…

Integration as a methodology for redesigning higher education is the main theme of this chapter. After defining how the authors understand and envision integration as an organizational model and as a learning model, they maintain that setting the expectation of the importance of becoming a learning organization is essential for successful whole…

Implementing retirement innovations requires careful attention to the organizational change process.

University mergers have become a common strategy for increasing global competitiveness. In this chapter, the authors analyze the implementation of mergers in Finnish universities from the perspective of social justice as conceived within Finland and other Nordic countries.

There is limited research on how postsecondary institutions prepare to become HSIs. This chapter examines organizational change through a group of emerging HSIs and their governance, policy, and leadership.

A 4 Ps perspective addresses immediate needs: to help institutions gain traction in their retention strategies by framing and reframing the challenges and the possible responses, by challenging some of the traditional mental models about retention that can distract or dilute those strategies, and by offering focus and coherence to institutional…

Fundamentally, ethical codes take on the most troublesome of behaviors related to academe and present ways for individuals to behave in the face of pressures and uncertainties. They represent the ideals of various stakeholder subgroups and even mediate key institutional relationships. Codes can also exist at different organizational levels in…

Abilene Christian University uses a hybrid governance model. Centralized structures include traditional program departments that supply the faculty and curriculum development for online graduate programs. Decentralized structures include an associate provost and separate student services for the online program.

In nature, waves are transmitters of energy. Once the energy moves through the medium, that medium often returns to its previous state. The first wave of community-engaged institutions has transmitted great energy across the U.S. higher education system. And in contrast to what occurs in nature, these classified institutions often do not go back…

The traditional question inferred by attention to institutionalization is, "Will it last?" or "Will it die out when there is a new leader or when the grant ends?" In the case of community engagement, attention to institutionalization reveals a more complex portrait of organizational change that includes a critical reflection on not only the…

The College of William and Mary (Williamsburg, Virginia) found itself at a crossroads in 2005. Their long-popular president Timothy J. Sullivan was retiring after 13 years at the helm of the world's second oldest institution of higher education (Petkofsky, 2004). Long known as a bastion of conservatism, William and Mary could now change their…

Colleges survive sometimes because they are able to merge with another institution (a for-profit company, another private college, a state university). The change at the College of Charleston was shaped in the 1970s, when the college did not "merge" with a state institution--it "became" a state institution, which grew.. and…

Participation in accreditation processes, on visiting teams as well as through institutional self-study, is an excellent opportunity for individual academics to augment their professional expertise in a range of higher education issues: strategic planning and assessment, resource management and capital investments, curriculum planning and program…