The impact of the state policy environment on public higher education collaboration in Arizona.

摘要

Public institutions of higher education throughout the United States are facing complex societal challenges that are contributing to increasing environmental turbulence. Collaborative partnerships have been suggested as an alternative organizational structure to address such turbulence. To date, most of the literature on educational collaboration has focused on partnerships between colleges/universities and public schools, emphasizing descriptive accounts of inter-organizational relationships and collaborative processes. Further, the limited amount of literature addressing state policy issues related to collaboration has also focused on educational policy related to college/university and public school partnerships. This study has shifted the empirical focus toward developing a greater understanding about the impact, if any, of the state policy environment on collaboration between institutions of higher education, specifically public community colleges and universities.;A qualitative case study research design was employed using a higher education systemic change model as a conceptual framework for initial data collection and analysis. The single case, or state policy environment, selected for this study was the State of Arizona. An interpretive approach to data analysis was used, with semi-structured interviews, documents and observation occasions serving as the primary data collection strategies.;The findings of the study indicate that the impact of the state policy environment on collaboration between public universities and community colleges in Arizona has differed, depending on the type of collaboration in which institutions have been engaged. However, two key elements of the state policy environment have played a substantial role in enhancing collaboration between the two sectors of Arizona public higher education: (1) the consistent influence exerted by state policy makers and key higher education stakeholders, and (2) accountability measures which have served as incentives for developing and maintaining collaborative efforts.