Keeney, Brianne2012-03-132012-03-132012-02https://hdl.handle.net/11299/121711University of Minnesota Ph.D. dissertation. February 2012. Major: Educational Policy and Administration. Advisor: Melissa S. Anderson. 1 computer file (PDF); vii, 227 pages, appendices A-B.This study examines strategic decision-making at the college level in relation to seven theoretical frames. Strategic decisions are those made by top executives, have wide-ranging influence throughout the organization, affect the long-term future of the organization, and are connected to the external environment. The seven decision-making frames identified in the research literature are labeled bureaucracy, collegiality, culture, garbage-can, intuition, politics, and rationality. Fifty deans in academic health centers in public research universities were interviewed with a focus on indicators related to the seven frames and the frames' influence on the process of strategic decision-making. Emergent themes related to strategic decision-making patterns and the seven frames are discussed. This study contributes to the understanding of factors involved in college deans' strategic decisions. As more information is gathered about strategic decision-making in public research universities, specifically academic health centers, better practices will emerge to be supported and encouraged.en-USAcademic health centerDeansDecision-makingHigher educationThesis or Dissertation