TY - JOUR
T1 - And Still, I Rise: A Theory of Institutional Resilience at Historically Black Colleges and Universities
T2 - A Theory of Institutional Resilience at Historically Black Colleges and Universities
AU - Britton, Tolani A.
AU - Rall, Raquel M.
AU - Commodore, Felecia
N1 - While the college prospered in this era and demonstrated strategic decision making that would aid the college in less-prosperous seasons, tough times lay ahead. In 2007, the president of Paul Quinn College, John Waddell, resigned. His departure left the institution searching for its fourth president in two years. This instability of leadership was symptomatic of deeper issues that would later manifest within the institution. Paul Quinn found a replacement for Waddell in board member Michael Sorrell in 2007. Sorrell became the fifth president of the institution in six years (Carlton, 2007). In the summer of 2007, Paul Quinn received a $1. 5 million grant from the U. S. Department of Education for the five-year HBCU Institutional Aid Program (Williams, 2007). As part of the program, the college received money for the strengthening of its academic resources, financial management, endowments, and physical plant. However, more challenges arose as the school was moving toward greater fiscal stability.
PY - 2023/12
Y1 - 2023/12
N2 - Prior research finds that small, private, less-selective historically Black colleges and universities (HBCUs) have a higher institutional survival rate when compared with predominantly White institutions (PWIs) of similar size and selectivity. Given this reality, we extend a theory of static and dynamic institutional resilience of firms to HBCUs. These institutions are prepared for negative events and survive in spite of such circumstances, which is the static or stationary facet of resilience. HBCUs also possess a dynamic facet to their institutional resilience, allowing for more rapid recovery of institutions in the face of negative shocks. We posit that HBCUs have developed this resiliency because of their adherence to a core mission to educate marginalized persons. These institutions thrive in spite of, and by adapting to, historical and current discrimination in funding, changing structures of accountability, and fluctuations in enrollment.
AB - Prior research finds that small, private, less-selective historically Black colleges and universities (HBCUs) have a higher institutional survival rate when compared with predominantly White institutions (PWIs) of similar size and selectivity. Given this reality, we extend a theory of static and dynamic institutional resilience of firms to HBCUs. These institutions are prepared for negative events and survive in spite of such circumstances, which is the static or stationary facet of resilience. HBCUs also possess a dynamic facet to their institutional resilience, allowing for more rapid recovery of institutions in the face of negative shocks. We posit that HBCUs have developed this resiliency because of their adherence to a core mission to educate marginalized persons. These institutions thrive in spite of, and by adapting to, historical and current discrimination in funding, changing structures of accountability, and fluctuations in enrollment.
KW - HBCU
KW - institutional resilience
KW - institutional survival
UR - http://www.scopus.com/inward/record.url?scp=85192086661&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85192086661&partnerID=8YFLogxK
M3 - Article
AN - SCOPUS:85192086661
SN - 0022-2984
VL - 92
SP - 77
EP - 93
JO - Journal of Negro Education
JF - Journal of Negro Education
IS - 1
ER -