Learning Resources

Abstract: The concept of shared governance is at the cornerstone of any planning process at American colleges and universities. Respecting this need for representation, however, has created an atmosphere in which participants in the planning process have come to view their role as that of oversight aimed at protecting a constituency more than insight intended to help move an institution forward. This article suggests a strategy that can address the criticism of higher education's inertia when it comes to moving from planning to decision making while maintaining the participative management style of shared governance.

Abstract: Examines the use of digital technologies, especially on-line ones, and their effects on teaching and other institutional activities. Considers the particular challenges and opportunities digital technologies create in the academy. Argues that institutions must ask thoughtful questions about the appropriateness of these technologies in order to best make use of them.

Abstract: Examines the importance of intellectual capital, defined as the creative, scholarly and pedagogical capability of faculty and staff. Argues that the intense accumulation of such capital is the greatest asset of higher education institutions, thus requiring special planning efforts that acknowledge this importance and protect it. Analyzes various contemporary academic teaching, research, and governance elements that support and constrain intellectual capital.

Abstract: There have been several policy-driven changes in South Dakota's public higher education system over the past five years. Many of these changes have purposefully occurred as policy makers and higher education leaders have utilized various strategies to tie higher education activity to state priorities.

Abstract: Strategic planning efforts often fail because they assume incremental resources to fund new priorities and do not include strategies to facilitate, encourage or require reallocation of existing resources. This article describes reallocation approaches that have been successfully employed in various colleges and universities.

Abstract: This article compares postsecondary education organizations by examining dimensions of educational delivery and organizational structure along with current institutional examples. The first section attempts to clarify key environmental changes occurring in postsecondary education delivery and organization. The next section provides an approach to thinking about the archetypes of postsecondary educational organization within that environment based on the variety of institutional forms that are emerging. In the final section, the article considers implications for institutional planners who are trying to manage the complexities resulting from the organizational arrangements discussed in this article.