| Between the years 1981-1996, many American colleges experienced a period of decline due to the numbers of available students, economic trends, and national interests. Some of these schools were able to experience significant positive turnaround. At the same time, many institutions of religious higher education continued to decline, some to the point of closure. One Christian college that experienced significant turnaround during this time period was the Grand Rapids Baptist College known today as Cornerstone College. Evidence indicates in addition to turnaround, the school also went through a significant transformation process. This study investigated both the turnaround and transformation of the school as an integrated process. The specific issues addressed included the factors (events, choices, persons, etc.) facilitating the turnaround and transformation, and the role of leaders in this process. By design, it was the intent of the study to view these observations through the lenses of Bolman and Deal's conceptual framework of organizational culture: structural political human resources and symbolic. The specific factors discovered and examined were: name change, merger, new governance, new recruitment, new discernment policy, new ACE program, 'open' policy for the new ACE program, coalition, aggressive donor pursuit, shared vision, new image, strategic planning, new mission statement, new facilities, new technology, new president, new provost position, and fresh commitment to certain institutional values. The factors of turnaround and transformation were also viewed against the backdrop of the institution's historical context. Data were collected through archival records and documents, interviews, and participant observation. Research clearly suggested (1) Both turnaround and transformation did in fact occur. (2) Identifiable factors contributed to this phenomenon that were and are internal to the organization. (3) Individual factors bear predominantly structural, political, human resource or symbolic influence while at the same time relating to every sphere. (4) These factors included both predetermined and non-predetermined influences, though the vast majority of them were predetermined. (5) A 'transformational style of leadership' was and is evident on the part of the new president and provost. (6) Not all members of the institution's constituency view the turnaround and transformation in a positive way. (7) Some members of the institution and its constituency view the turnaround and transformation process in a positive way while at the same time viewing certain factors negatively. (8) The majority of the members of the institution itself seem to be significantly more positive with the turnaround and transformation than not, and therefore optimistic concerning the institution's future. In conclusion, the most crucial factor in both the turnaround and transformation of Cornerstone College was the arrival, person and leadership of the new president. Research also suggests (in light of the literature review) many of the contributing factors in Cornerstone's turnaround and transformation are equal or similar to the contributing factors in the turnaround and transformation of organizations in the corporate, ecclesiastical, and educational worlds in general. |