Decision making in multicampus institutions of higher learning

This research addresses two questions: What are the common problems with decision making in multicampus higher education, and how might organizational design help reduce the effects of those problems? Because little research has been done regarding decision making across boundaries in higher education, this research adopts a qualitative approach to investigating the topic. In order to explore these questions, 8 higher education professionals who worked at multicampus institutions of higher education were interviewed. Three propositions are advanced as a result of the work. Proposition 1: How one organizes the academic side of a multicampus system may have much to do with decision-making processes throughout the entire organization. Proposition 2: Autonomy and centralization are a polarized dynamic that creates tension in multicampus higher education environments, and this tension can be unproductive and destructive. Proposition 3: Leaders exert a tremendous influence on the culture of multicampus higher education institutions.;In addition to this, two criteria are advanced as aids for evaluating decision-making processes in these environments. Criterion 1: Operational decisions should be made at the point of origin. Criterion 2: Critical stakeholders, including faculty, staff, and students, should have participation opportunities in strategic decision-making activities, such as strategic planning, goal setting, and policy development.