As institutions begin to implement and promote military friendly initiatives in response to the introduction of the Post-9/11 G.I. Bill, it becomes important that there is a congruence between what institutions say they are doing and what they actually do for student veterans. The literature investigation suggested that strategic intentionality may serve as an important framework for evaluating the implementation of military friendly initiatives.
The purpose of this multiple case study was to explore the role that strategic intentionality plays in the successful implementation of military friendly initiatives at three four-year, public post-secondary institutions in the State of Georgia. This study used the three stages of theory of strategic intent, vision, commitment, and practice, as a framework for exploring the role of intentionality.
Data collected from interviews, content analysis, field observations, and a descriptive survey identified having a military friendly culture as the strongest indicator of intentional military friendliness. Nine best practices were identified and included: effective human resources practices; gaining organizational commitment; developing a military friendly culture; supportive leadership and administration; conducting outreach; focusing on continuity; integrating services; establishing a military resource center; and promoting military friendliness through public relations and marketing. Overall, strategic intentionality was shown to be an important framework for evaluating the implementation of military friendly initiatives. The systematic integration of strategic intentionality and the implementation of military friendly initiatives allow institutions to more effectively achieve military friendliness by institutionalizing military friendliness into the organizational culture, creating a commitment from leadership to allocate resources and establish administrative structures, and providing a mechanism for assessment and evaluation.
","abstract_html":"<p>As institutions begin to implement and promote military friendly initiatives in response to the introduction of the Post-9/11 G.I. Bill, it becomes important that there is a congruence between what institutions say they are doing and what they actually do for student veterans.<em> </em>The literature investigation suggested that strategic intentionality may serve as an important framework for evaluating the implementation of military friendly initiatives.</p> <p>The purpose of this multiple case study was to explore the role that strategic intentionality plays in the successful implementation of military friendly initiatives at three four-year, public post-secondary institutions in the State of Georgia. This study used the three stages of theory of strategic intent, vision, commitment, and practice, as a framework for exploring the role of intentionality.</p> <p>Data collected from interviews, content analysis, field observations, and a descriptive survey identified having a military friendly culture as the strongest indicator of intentional military friendliness. Nine best practices were identified and included: effective human resources practices; gaining organizational commitment; developing a military friendly culture; supportive leadership and administration; conducting outreach; focusing on continuity; integrating services; establishing a military resource center; and promoting military friendliness through public relations and marketing. Overall, strategic intentionality was shown to be an important framework for evaluating the implementation of military friendly initiatives. The systematic integration of strategic intentionality and the implementation of military friendly initiatives allow institutions to more effectively achieve military friendliness by institutionalizing military friendliness into the organizational culture, creating a commitment from leadership to allocate resources and establish administrative structures, and providing a mechanism for assessment and evaluation.</p>","abstract_has_math":false,"creators":["Gorman, Allison V"],"institution":null,"degree_name":"Doctor of Education in Education Administration (Ed.D.)","degree_level":"Dissertation (open access)","degree_discipline":"Department of Leadership, Technology, and Human Development","degree_department":null,"school":null,"contributors":["Patricia Humphrey","Amy Ballagh"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2014,"date_issued":"2014-01-01T08:00:00Z","date_published":"2014-01-01T08:00:00Z","updated_at":"2026-07-24T02:28:00Z","subjects":["ETD","Military Friendliness in Higher Education","Strategic Intentionality","Institutional Culture","Institutional Strategy","Veterans’ educational benefits","Higher Education"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://digitalcommons.georgiasouthern.edu/etd/1174","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Patricia Humphrey","Amy Ballagh"]},{"key":"dc:creator","label":"Author","values":["Gorman, Allison V"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.available","label":"Dc Date Available","values":["2014-11-14T08:00:00Z"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Department of Leadership, Technology, and Human Development"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation (open access)"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Doctor of Education in Education Administration (Ed.D.)"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["ETD","Military Friendliness in Higher Education","Strategic Intentionality","Institutional Culture","Institutional Strategy","Veterans’ educational benefits","Higher Education"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://digitalcommons.georgiasouthern.edu/etd/1174"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["As institutions begin to implement and promote military friendly initiatives in response to the introduction of the Post-9/11 G.I. Bill, it becomes important that there is a congruence between what institutions say they are doing and what they actually do for student veterans. The literature investigation suggested that strategic intentionality may serve as an important framework for evaluating the implementation of military friendly initiatives.
The purpose of this multiple case study was to explore the role that strategic intentionality plays in the successful implementation of military friendly initiatives at three four-year, public post-secondary institutions in the State of Georgia. This study used the three stages of theory of strategic intent, vision, commitment, and practice, as a framework for exploring the role of intentionality.
Data collected from interviews, content analysis, field observations, and a descriptive survey identified having a military friendly culture as the strongest indicator of intentional military friendliness. Nine best practices were identified and included: effective human resources practices; gaining organizational commitment; developing a military friendly culture; supportive leadership and administration; conducting outreach; focusing on continuity; integrating services; establishing a military resource center; and promoting military friendliness through public relations and marketing. Overall, strategic intentionality was shown to be an important framework for evaluating the implementation of military friendly initiatives. The systematic integration of strategic intentionality and the implementation of military friendly initiatives allow institutions to more effectively achieve military friendliness by institutionalizing military friendliness into the organizational culture, creating a commitment from leadership to allocate resources and establish administrative structures, and providing a mechanism for assessment and evaluation.
"]},{"key":"dc:title","label":"Title","values":["Use of Strategic Intentionality in Becoming Military Friendly"]}]}],"canonical_facts":{"dc:contributor":["Patricia Humphrey","Amy Ballagh"],"dc:creator":["Gorman, Allison V"],"dc:date.available":["2014-11-14T08:00:00Z"],"dc:description.abstract":["As institutions begin to implement and promote military friendly initiatives in response to the introduction of the Post-9/11 G.I. Bill, it becomes important that there is a congruence between what institutions say they are doing and what they actually do for student veterans. The literature investigation suggested that strategic intentionality may serve as an important framework for evaluating the implementation of military friendly initiatives.
The purpose of this multiple case study was to explore the role that strategic intentionality plays in the successful implementation of military friendly initiatives at three four-year, public post-secondary institutions in the State of Georgia. This study used the three stages of theory of strategic intent, vision, commitment, and practice, as a framework for exploring the role of intentionality.
Data collected from interviews, content analysis, field observations, and a descriptive survey identified having a military friendly culture as the strongest indicator of intentional military friendliness. Nine best practices were identified and included: effective human resources practices; gaining organizational commitment; developing a military friendly culture; supportive leadership and administration; conducting outreach; focusing on continuity; integrating services; establishing a military resource center; and promoting military friendliness through public relations and marketing. Overall, strategic intentionality was shown to be an important framework for evaluating the implementation of military friendly initiatives. The systematic integration of strategic intentionality and the implementation of military friendly initiatives allow institutions to more effectively achieve military friendliness by institutionalizing military friendliness into the organizational culture, creating a commitment from leadership to allocate resources and establish administrative structures, and providing a mechanism for assessment and evaluation.
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