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ERIC Number: ED520935
Record Type: Non-Journal
Publication Date: 2010
Pages: 215
Abstractor: As Provided
Reference Count: 0
ISBN: ISBN-978-1-1242-2417-6
ISSN: N/A
Strategies for Institutional Transformation: A Multi-Case Study of the Chief Diversity Officer Position
Leon, Raul Alejandro
ProQuest LLC, Ph.D. Dissertation, The University of Wisconsin - Madison
This study is concerned with the fact that many colleges and universities have adopted strategic diversity plans, but many still fall short of reaping the benefits that diversity brings to the college environment (Milem, Chang, & Antonio, 2005). Today, several colleges and universities have developed a chief diversity officer (CDO) position to manage and maximize diversity resources. The CDO is considered a diversity focal point, providing strategic guidance, and helping institutions to coordinate efforts that can integrate diversity as a vital aspect of the institutional culture. This study is concerned with the implications of these significant responsibilities, and examines the CDO position from a structural perspective. Two questions guided this examination: (a) what strategies are utilized by the CDO to develop, manage, and maximize campus diversity resources?; and (b) how does the configuration of the CDO capability shape diversity strategies? This dissertation extends the work of Williams and Wade-Golden (2007) who identified three archetypes or CDO configurations (i.e., collaborative officer model, unit-based model, and portfolio divisional model) in their national study of chief diversity officers. These configurations range from one-person office to multi-unit reporting structures, and illustrate how institutions can develop the CDO role. This study examined three CDO configurations and provides a deeper look into the capacity of each archetype. The findings of this study demonstrate that colleges and universalities need to develop CDO configurations that are operationally equipped to fulfill the needs of the campus. This study identified specific strategies utilized by each CDO, and examined the implications of this strategies in the overall process of institutional transformation. The theoretical framework that guided this examination allowed the researcher to understand the organizational context of colleges and universities, situating the CDO at the center of a conversation that seeks to capitalize on the benefits of diversity in higher education. [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.]
ProQuest LLC. 789 East Eisenhower Parkway, P.O. Box 1346, Ann Arbor, MI 48106. Tel: 800-521-0600; Web site: http://www.proquest.com/en-US/products/dissertations/individuals.shtml
Publication Type: Dissertations/Theses - Doctoral Dissertations
Education Level: N/A
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A