This multiple institution case study examines the nature and scope of market(like) behaviors carried out within three student affairs organizations situated in distinct higher education institutional types: a public research university, a public master's university, and a small, private liberal arts residential college. Data was collected via the critical analysis of organizational documents as well as semi-structured interviews with 56 administrators working in a cross-section of student affairs functional areas. The specific research questions framing the study are: (1) What is the nature and scope of non-auxiliary student affairs market(like) behaviors? (2) To what extent do market(like) behaviors vary by non-auxiliary student affairs functional area? (3) In what ways have market principles and practices fostered change within non-auxiliary student affairs organizations (for example, changes related to mission, organizational structures, and professional responsibilities) and (4) To what extent are shifting revenue streams and the increasing prominence of market(like) behaviors within non-auxiliary student affairs organizations a function of organizational resource dependence (Pfeffer & Salancik, 1978) or the emergence of the "academic capitalist knowledge/learning regime" as described in Slaughter and Rhoades (2004) formal theory of academic capitalism? Research findings highlight the diverse array of market(like) behaviors adopted by non-auxiliary student affairs organizations, ranging from the solicitation of small-scale program co-sponsorships from campus colleagues to authoring million-dollar federal grants and everything in between. While some functional area differences in the nature and scope of market(like) behaviors were apparent, cross-functional similarities far outweighed the distinctions, with nearly all functional areas generating revenue via service fees, program co-sponsorships, and donor development efforts. Although resource dependence emerged as the dominant explanatory framework with respect to understanding the market(like) behaviors observed in this multiple institution case study (i.e., departments were seeking to expand external revenue streams in response to diminished institutional funding), several academic capitalism concepts also proved helpful in making sense of the data (e.g., extended managerial capacity, an increased reliance on contract labor). These research findings advance the scholarship of academic capitalism by shedding new light on the diverse interpretations, manifestations, and organizational implications of market principles within the unique higher education context of student affairs organizations. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]