Examining an Evolution: A Case Study of Organizational Change Accompanying the Community College Baccalaureate

Abstract

This study examined the nature and degree of organizational change that occurs when community colleges offer their own baccalaureate degree programs. Utilizing qualitative research methodology, we investigated how executive administrators at two Florida colleges managed this momentous change process and how this transformation has affected their colleges’ day-to-day operations. Our findings shed light on several important themes that emerged in interviews with the administrators: justifying the need for the degree, acquiring state approval and regional accreditation, modifying existing college policies and services, meeting challenges that are inherent in this transition, and developing strategies for leading this institutional transformation. Our goal was to provide a better understanding of this multifaceted organizational change process to help community college stakeholders make educated decisions regarding the introduction of 4-year degree programs at their institutions.

A National Survey of Community College Baccalaureate Institutions

“…But establishing and maintaining baccalaureate programs is a major undertaking for these community colleges. Effective leadership and strategic planning are essential in order to ensure these programs are successful (Bemmel et al, 2009;McKinney & Morris, 2010;McKinney, Scicchitano, & Johns, in press). For community colleges that are considering offering their own bachelor's degrees, the findings presented in this study can be used to more effectively plan for this organizational change.…”

“…Awareness of these potential challenges during this transition process can help college leaders more effectively plan for the introduction of bachelor's degree programs at their institution. Establishing a campus task force and benchmarking other CCB institutions are two strategies that institutions have used to help facilitate the CCB change process (McKinney & Morris, 2010).…”

“…Empirical investigations of the CCB have frequently relied on qualitative methods and interviews with college administrators from a limited sample of institutions (e.g., Bemmel, Floyd, & Bryan, 2009;Floyd & St. Arnauld, 2007;McKinney & Morris, 2010). However, as the number of community colleges offering bachelor's degrees has risen, a growing number of studies have used quantitative data to examine the impact of these degree programs (e.g., Bottorff, 2011;Daun-Barnett, 2011;Petrosian, 2010).…”

Trading Inequities: Hispanic‐Serving Community Colleges and Baccalaureate Degree Programs

“…The concepts at the center of this analysis were access and equity. Guided by the literature, I focused on programmatic, geographic, and financial access (McKinney & Morris, ). I also employed versus coding.…”

No Longer Junior Colleges: Integrating Institutional Diversity in Graduate Higher Education Programs

“…Offering baccalaureate degrees leads to an institutional mission creep, as "it is not unreasonable to suggest that community colleges that received accreditation for baccalaureate programs would change their identities to adopt the norms of other baccalaureate institutions accredited by the same body" (Wagoner & Ayon, 2012, p. 90). Specifically, institutions may need to increase credentials requiring of teaching faculty, change the type of students who enroll at the institution, or shift a community college's culture to reflect these changes (Levin, 2004;McKinney & Morris, 2010). Community colleges may also struggle to maintain old missions as they adopt and adapt practices from four-year institutions (Levin, 2004).…”