Liberal arts colleges strived to adapt to environmental shifts at the turn of the twenty-first century and remain relevant in American society while the Great Recession of 2007 compounded their challenges and created new fiscal and enrollment burdens, which forced these institutions to confront paradigm-changing circumstances. In an effort to advance the historical perspective of liberal arts colleges and expand the organizational adaptation research base, the current study aimed to understand how private liberal arts colleges adapted during the Great Recession of 2007 by examining institutional changes at three private liberal arts colleges and their effects on the institutions' operations. To fulfill this purpose, the study was guided by four research questions that studied the nature of the environmental pressures during the recession, the adaptive strategies employed to combat pressures, the effects of those strategies on the institutions' operations, and institutional constituencies' perceptions of these strategies. This multiple-case study analyzed data from 3 liberal arts colleges located in the southeastern region of the United States, which included 30 participant interviews, public and private documents, and observational field notes. The findings were presented in 2 parts---a descriptive case record of each institution and a cross-case comparative analysis of the study's themes as they related to the study's research questions. The findings focused on the challenges of decreased endowments and increased enrollment pressures; described an array of institutional adaptive strategies implemented in areas of fiscal management, academics, athletics, personnel, fundraising, and enrollment; discussed the changing operations of the role of the board, administrative approaches to leadership and decision-making, and faculty involvement in organizational adaptation; and analyzed perceptions of change that linked organizational effectiveness to leadership and institutional identity. The study's themes were examined within the context of Cameron's (1984) and Birnbaum's (1988) organizational adaptation frameworks, which included the population ecology, life cycles, resource dependence, symbolic action, and cybernetics models. Finally, recommendations for future research, policy, and practice focused on issues of self-governance and institutional identity. The study's investigation of the modern liberal arts college adaptation highlighted the prominence of both the external environment and institutional factors in its story of survival.

In 2005 Adrian College was home to 840 enrolled students and had a tuition income of $8.54 million. By fall of 2011, enrollment had soared to 1,688, and tuition income had increased to $20.45 million. For the first time in years, the small liberal arts college was financially viable. Adrian College experienced this remarkable growth during the worst American economy in seventy years and in a state ravaged by the decline of the big three auto companies. How, exactly, did this turnaround happen? Crisis in Higher Education: A Plan to Save Small Liberal Arts Colleges in America was written to facilitate replication and generalization of Adrian College’s tremendous enrollment growth and retention success since 2005. This book directly addresses the economic competitiveness of small four-year institutions of higher education and presents an evidence-based solution to the enrollment and economic crises faced by many small liberal arts colleges throughout the country.

The recent financial crisis had a profound effect on both public and private universities. Universities responded to these stresses in different ways. This volume presents new evidence on the nature of these responses and how the incentives and constraints facing different institutions affected their behavior.

Social, economic, and market conditions have posed a serious threat to the survival of small schools. This book focuses on the adaptation of small, private, and predominantly liberal arts colleges to the changing conditions and demands of higher education. The ability of small schools to remain a force in the American system of higher education is a compelling story and an example of the strategic management of academic organizations. The history and accomplishments of one school in particular, Keuka College in New York State, is profiled in detail, with emphasis on the role of the administration and the faculty in institutional decision-making. The study found that the increasing pressures to respond quickly to external conditions require a willingness to make decisions that often challenge traditional norms in the relationship between administration and faculty. The book also examines recent initiatives of other schools to competitively position themselves Accepting the reality that all colleges and universities compete for students, small schools have demonstrated an extraordinary ability to apply new and creative management practices, many of which are examined in the book. In addition to academic leaders, other audiences such as boards, faculty, historians and scholars of higher education will find the book a valuable reference.

Liberal arts colleges represent a tiny portion of the higher education market, yet produce a stunning percentage of America’s leaders. But the demand for career-related education has pressured them to become vocational, distorting their mission and core values. This book is a wake-up call for everyone who values liberal arts education.