Structural reorganization was investigated as one factor associated with the development of the University of New Mexico from an undergraduate teaching institution toward becoming of a nationally-ranked graduate research university. A longitudinal, ethnohistorical study was undertaken for the 1967-1978 period. The qualitative research methodology involved an extensive review of institutional documents and informal interviews with key university administrators. Attention was directed to the university's modification of its organizational structure as an adaptive response to changes in its environment that placed increasing emphasis on campus research as a measure of institutional stature. The creation of the Office of the Vice President for Research further differentiated the institution's organizational structure to strategically focus on the university's research support environment; the structure was modified to focus specifically on encouraging and supporting faculty research. Two theoretical propositions are suggested, based on structural reorganization resulting from external pressures. The development of grounded theory in general is addressed, as well as the relationship between the federal government and the university research community. (Author/SW)