| Abstract | Higher education resources are dwindling yet postsecondary institutions are expected to do more with less. As a result, institutions of higher learning are having to reimagine and reorganize standard operating procedures to identify solutions for the future. One of the options is to consider interinstitutional collaborations. A primary challenge with this route is that the competitive nature and autonomous culture are deeply rooted in the very fabric of higher education. Therefore, colleges and universities would likely have to make sacrifices to develop such a joint partnership. This qualitative case study endeavored to examine a specific interinstitutional collaboration. In this case, one public institution and one private institution, both of which are in the southwestern part of the United States, engaged in a formal collaboration designed to launch a professional graduate program. Often, the word “collaboration” (formal) is used synonymously with other terms such as cooperation (informal) and coordination (semi-formal). Given the nuances associated with the various types of relationships established between and among entities, it is important to be clear about whether the relationship is informal, semi-formal, or formal. Anchoring this study in a real-life case provides tremendous insight into the significance of making such a distinction. Certain pre-requisites are necessary for a more formal partnership that might have less relevance in an informal joint venture. The conceptual framework used in this study is adapted and blended to provide a meaningful lens through which one can look to understand why leaders opted to pursue this joint venture. Also, the prism is useful vis-à-vis understanding how the leaders navigated and negotiated any anticipated or unanticipated challenges. This descriptive case used qualitative design for the intent of this study. Data collection consisted of semi-structured interviews of academic leaders, document compilation, and observations. The findings yielded a number of reasons the leaders decided to forge this interinstitutional collaboration. The underlying themes that emerged from the study are: political, social, cultural, and economic. The legislative and historical context (political), the impact on the two institutions’ academic reputation and profile as well as the community at large (social), the merging of two complimentary cultures (cultural), and the financial return on investment (economic) all influenced the exploration, development, and early implementation phases of this academic partnership. Subsequently, this study pivots toward the discussion of major takeaways. Additionally, recommendations are proposed as academic leaders and policy makers consider the pursuit of interinstitutional collaborations. |
