Integrative organizational case study analysis: Building name change at Towson University
Abstract
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Keywords

student activism
campus protests
campus politics
organizational theory
higher education

How to Cite

Parladé, L., Celestine, T., & McMillan, T. (2018). Integrative organizational case study analysis: Building name change at Towson University. Higher Education Politics & Economics, 4(1), 282-293. Retrieved from http://ojed.org/index.php/hepe/article/view/7

Abstract

This integrative analysis will assess the case study of Towson University and the renaming of campus buildings that do not align with the institution's mission regarding its "commitment to diversity and inclusion" ("Mission & Strategic Plan," 2017). The case study will be analyzed using the following organizational theories: Structural/Bureaucratic, Collegial/Human Resource, Political, and Cultural/Symbolic perspectives. The authors have provided recommendations on how to resolve the issue of the renaming of buildings at Towson University.

Abstract
PDF

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