It is not difficult to find advice for colleges and universities about management and restructuring during periods of financial stress. Texts and chapters on strategic planning (Keller, 1983; Rowley, Lujan, & Dolen, 1997; Schuster, Smith, Corak, & Yamada, 1994) and restructuring in lieu of retrenchment (Karr & Kelley, 1996; Leslie & Fretwell, 1996; MacTaggart, 1996; Myers, 1996) provide recipes for proactively managing a university through hard times. These texts and chapters guide managers interested in such topics as environmental scanning, resource reallocation, dealing with faculty, and the role of campus culture. Primarily, however, these sources provide “macro” case studies: they aggregate examples of restructuring at colleges and uni-