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ETD RECORD
A case study of organizational learning and transitions in higher education :Ricks College becomes Brigham Young University-Idaho
Citation
Poulter, LaNae Hammon.. (2007). A case study of organizational learning and transitions in higher education :Ricks College becomes Brigham Young University-Idaho. Theses and Dissertations Collection, University of Idaho Library Digital Collections. https://www.lib.uidaho.edu/digital/etd/items/etd_180.html
- Title:
- A case study of organizational learning and transitions in higher education :Ricks College becomes Brigham Young University-Idaho
- Author:
- Poulter, LaNae Hammon.
- Date:
- 2007
- Keywords:
- Organizational learning--Idaho--Rexburg--Case studies Universities and colleges--Sociological aspects
- Program:
- Education
- Abstract:
- This qualitative case study takes advantage of the opportunity to focus on organizational learning during a season of change in higher education as Ricks College became Brigham Young University-Idaho. This case investigates an organization dedicated to higher education which is experiencing rapid and extreme change in its physical, institutional, and human infrastructure.;Open-ended questioning during interviews and focus groups inductively led to a view of the grand tour question: "How was organizational learning demonstrated during times of extreme change and the ongoing transition of becoming Brigham Young University-Idaho?";The researcher listened to 27 participants and wove their stories together to present a tapestry of the transition. Participants described their mixed response to the announcement that Ricks College would become BYU-Idaho. Then the purposefully selected administrators, faculty, staff, students, and community leader shared their experiences of the first five years as BYU-Idaho. Interrelated aspects of the transition guided the discussion: (1) faculty, (2) budget, (3) space, (4) degree programs, (5) support services, and (6) students.;Even though the participants share common values as members of The Church of Jesus Christ of Latter-day Saints, these adults learned individually to adapt to a changing world. The learning process is expedited and at times impeded by the culture. Concepts of a shared vision and trust are essential elements of successfully dealing with transitions. Leadership communicated encouragement in personal innovation and growth. The overall process became a helix of rising expectations. As the individuals learned to deal with change, the school became a university striving to respond to needs of the students: accessibility, affordability, and accountability.;The case study is of one institution of higher education thrust into the midst of a major transition. As a private, non-profit organization, it has unique aspects; but as a university within a global society, there are also characteristics common to others. This case study of organizational learning in higher education is not about any one person's contribution, but an appreciation for the integration of all. Transferability is left to the reader. Further research on organizational learning during transitions in higher education is suggested.
- Description:
- Thesis (Ph. D., Education)--University of Idaho, November 15, 2007.
- Major Professor:
- Roger L. Scott.
- Defense Date:
- November 15, 2007.
- Type:
- Text
- Format Original:
- x, 198 leaves :ill. ;29 cm.
- Format:
- record
Rights
- Rights:
- In Copyright - Educational Use Permitted. For more information, please contact University of Idaho Library Special Collections and Archives Department at libspec@uidaho.edu.
- Standardized Rights:
- http://rightsstatements.org/vocab/InC-EDU/1.0/