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dc.contributor.authorHoover, Robert Nathaniel
dc.date.accessioned2014-03-04T20:24:16Z
dc.date.available2014-03-04T20:24:16Z
dc.date.issued2011-12
dc.identifier.otherhoover_robert_n_201112_edd
dc.identifier.urihttp://purl.galileo.usg.edu/uga_etd/hoover_robert_n_201112_edd
dc.identifier.urihttp://hdl.handle.net/10724/27734
dc.description.abstractResponsibility Center Management (RCM) has received considerable attention in the last two to three decades as universities become increasingly complex organizations. The impact of RCM on a campus’ strategy and organization is meaningful, especially as more institutions promote academic collaboration. As it is implemented or considered on many campuses, the merits of this newer finance model are still not empirically proven and detractors claim that it does more harm than good. This study examines the characteristics of RCM that could potentially create obstacles to the implementation of a strategy within an institution and specifically looks to document methods used at three successful private universities to incentivize interdisciplinary collaboration and mitigate atomization of the academic units.
dc.languageeng
dc.publisheruga
dc.rightspublic
dc.subjectAcademic collaboration
dc.subjectfinancial model
dc.subjectincentivizing
dc.subjectinterdisciplinary
dc.subjectResponsibility Center Management
dc.subjectRCM
dc.titleIncentivizing academic collaboration within responsibility center managed institutions
dc.typeDissertation
dc.description.degreeEdD
dc.description.departmentInstitute of Higher Education
dc.description.majorHigher Education
dc.description.advisorRobert K. Toutkoushian
dc.description.committeeRobert K. Toutkoushian
dc.description.committeeKaren Webber
dc.description.committeeDavid Knauft


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