In this chapter, the authors explore the effect of incentives on attrition and nonresponse in a multi-institutional longitudinal study. They organize this chapter into three sections. First, they review the literature regarding nonresponse among students and the effects of incentives on attrition and nonresponse in studies that employ…

The sophisticated analytical techniques available to institutional researchers give them an array of procedures to estimate a causal effect using observational data. But as many quantitative researchers have discovered, access to a wider selection of statistical tools does not necessarily ensure construction of a better analytical model. Moreover,…

Students enter campuses with a variety of high school academic and co-curricular experiences, family backgrounds, and other factors that influence and shape their expectations and attitudes toward college, as well as their actual experiences and success in college. Therefore, to better understand first-year student engagement, it makes sense to…

The vast amount of research conducted on student persistence over the past thirty years is indicative of the continuing and evolving interest in retention of students. Framed through multiple perspectives, this retention research is driven by the fact that more students leave institutions without graduating, year after year. Much more than an…

Most assessment arguments are about measurement. When is it better to use direct versus indirect measures of student learning? Is one standardized test of critical thinking better than another? Is applying rubrics to student work better than using standardized tests? How valid are self-reported measures of learning? Although these arguments are…

The Wabash National Study of Liberal Arts Education presents a longitudinal analysis of how students change on a number of scales that purport to measure many of the outcomes of liberal learning over the span of a college education. The Wabash Study is designed to collect information longitudinally from students at the beginning and end of their…

In 2008-2009, the National Collegiate Athletic Association (NCAA) generated television and marketing revenues of approximately $591 million, college sports apparel sales topped $4 billion, and several schools signed multimedia-rights deals for more than $100 million (Berkowitz, 2009; National Collegiate Athletic Association, 2009). At the Division…

Organizations such as the National Collegiate Athletic Association (NCAA) and the Knight Commission, as well as many members of the press, have debated for years whether intercollegiate athletics departments make money. In 2003, an NCAA study noted that 85 of the then 117 institutions in Division I-A, the highest competitive level of…

Prior to the 1980s, the literature on the experiences of collegiate student athletes was rather scarce. Since that time the National Collegiate Athletic Association (NCAA) has passed several eligibility rules to address concerns about the academic performance and the overall experience of student athletes on college campuses. As such, the…

As the pressure to win in select collegiate sports escalates, financial pressures mount, and the need to comply with Title IX regulations and gender equity policies continues, athletics administrators are faced with having to make difficult decisions regarding their sport programs. To assist in the decision-making process regarding sport programs,…

Putting data-driven decision making into practice requires the use of consistent and reliable data that are easily accessible. The systematic collection and maintenance of accurate information is an important component in developing policy and evaluating outcomes. Since 1982, the National Collegiate Athletic Association (NCAA) has been collecting…

The Andrew W. Mellon Foundation funded the College Sports Project (CSP) in 2003 to focus on academics and athletics within Division III. The CSP includes a longitudinal data collection effort comparing athletes to nonathletes at over 80 Division III institutions in the United States. This chapter draws on the CSP to highlight the challenges small…

Although the concern for fostering opportunities for women and people of color in college athletics expanded under the leadership of National Collegiate Athletic Association (NCAA) president Myles Brand, significant challenges in hiring decisions remain. Brand said, "Though there has been some modest recent progress, there is an intolerable lack…

In 1989, John S. and James L. Knight established the Knight Commission on Intercollegiate Athletics. Although it has no regulatory authority or oversight responsibilities, the Knight Commission's periodic reports are widely read and taken into account by decision-making bodies. Beginning in 1991, the Knight Commission called for greater faculty…

Intercollegiate athletics is no longer an area of interest solely for coaches and athletic administrators; increasingly, this field has captured the curiosity of faculty, researchers, and the general public. Such attention has the potential to greatly affect the course the field of intercollegiate athletics takes in the years to come.…