External resource acquisition was investigated as one factor associated with the development of the University of New Mexico from an undergraduate teaching institution toward becoming 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 strategic decision by key university administrators to establish the Office of the Vice President for Research as a means of promoting campus research and securing external research support. The findings indicate that the greater the dependency of an institution on its external environment for the support of faculty research, the more active key administrators will be in securing resources. In addition, the greater the threat to the university's ability to secure research support, the more likely the institution will be to participate in interinstitutional coalitions. Administrative corrective action, triggered by an exogenous shock, took the form of a political-economic coalition focused on enhancing the institution's resource position. Theoretical propositions suggested by the findings are identified. (Author/SW)