Doctoral Dissertations

Date of Award

5-2025

Degree Type

Dissertation

Degree Name

Doctor of Philosophy

Major

Higher Education Administration

Major Professor

Pamella Angelle

Committee Members

Sonya D. Hayes, David Cihak, Rachel White

Abstract

Over the past three decades, universities have faced significant changes in the types of crises they encounter, requiring a shift in how these crises are addressed. As the nature of these challenges evolves, universities must adapt their responses accordingly. Research focusing on the crisis management strategies of university administrators contributes significantly to the field of higher education literature. Instead of analyzing crises solely from an organizational standpoint, this approach prioritizes the perspectives of those directly involved in decision-making. However, despite the frequency of crises in educational environments, there has been limited research on how universities define, prepare for, and respond to these crises.

Crises, by their nature, have the potential to severely disrupt an institution, making it essential to understand how university administrators perceive and address these events. The main objective of this qualitative study was to explore institutional crises in higher education, focusing on how university administrators define, prepare for, and respond to them. The study gathered data through in-depth semi-structured interviews, which were analyzed using Mitroff and Pearson's six-phase paradigm of crisis management (1993).

The analysis revealed several key findings, notably the importance of agency among university administrators in making decisions and the role of collaboration within the campus community to ensure safety and well-being. These findings were organized into four key themes, supported by the conceptual framework. Administrators emphasized the necessity of comprehensive emergency management plans (CEMP), including table exercises and after-action reviews, to prepare for future crises effectively.

Based on these findings, the researcher utilized Mitroff and Pearson’s 6-phase Crisis Management Model (1993) to develop the HOPE Model for Institutional Crisis Management. This new model takes into account the human factors involved in a crisis and its impact on the university. It provides valuable, value-driven guidance for administrators to align their crisis preparedness and response strategies with the institution's mission and values, ensuring a more holistic approach to crisis management.

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