| This study sought to describe and explain fund raising by university presidents, and was based on a review of literature encompassing 1,400 items, approximately 50 interviews, and an analysis of selected documents such as presidential vitas and campaign case statements. Included were a pilot study with 10 Texas presidents, a national study with 20 presidents and former presidents of institutions which had conducted or were conducting a campaign for {dollar}100 million or more, and a panel of experts with nine CEOs, nine CDOs, and several fund-raising consultants.; The study was qualitative and utilized an embedded multiple case study design. Role theory, prestige maximization, and social exchange theory provided the theoretical rationale, and 34 research questions were explored. Using grounded theory analysis, several theoretical models were developed from the data. The primary conclusions were: (1) fund raising is a team effort, (2) an institution's president is typically the central player on the fund-raising team, (3) presidents should focus their effort and attention in fund raising on major gifts and administrative leadership, (4) academic quality and institutional prestige are of critical importance in higher education fund raising, and (5) fund raising is institution- or context-specific. There were 40 secondary conclusions. |
