Going Beyond Traditional Consortia: Exploring the Collaborative Process Among Traditional Private Liberal Arts Colleges and Universities Engaged in Interinstitutional Consortia that Promote Curricular Joint Ventures.

This comparative case study analysis explores the mechanisms and behaviors that support the process of collaboration among private liberal arts colleges and universities situated at different points along the continuum of integration and geographic proximity. The conceptual framework based on theories of organizational design, inter-organizational relationships, and sustainable competitive advantage guided the identification and examination of specific mechanisms and behaviors as follows: engagement and participation; developing common purposes, mission and vision; changes and direction of leadership; lining mechanisms; and dispute resolution mechanisms. While the collaborative processes are all unique, these five behaviors and mechanisms were consistent in value across cases. The purpose of this study is to propose utilize this basic theoretical framework for collaboration to addresses balancing competing interests which are common across different organizations and collaborative endeavors. Findings suggest that close geographic proximity is less important in the collaborative process than perceptions of proximity, which are influenced by regular interaction. Also greater integration may pose greater challenges for collaboration because it requires members to forfeit tightly held notions of identity and autonomy. Collaboration is easier when it is perceived as an add-on which does not require a sacrifice. Implications for other organizations, higher education practice, society, and policy are discussed.Ph.D.EducationUniversity of Michigan, Horace H. Rackham School of Graduate Studieshttp://deepblue.lib.umich.edu/bitstream/2027.42/58377/1/baffolte_1.pd