A Framework for Understanding Community Colleges’ Organizational Capacity for Data Use

The findings suggest that community colleges’ organizational capacity for data-driven decision making is a function of human and social capital, but not physical capital.

Abstract

This convergent parallel design mixed methods case study of four community colleges explores the relationship between organizational capacity and implementation of data-driven decision making (DDDM). The article also illustrates purposive sampling using replication logic for cross-case analysis and the strengths and weaknesses of quantitizing qualitative data in a mixed methods design. The findings suggest that community colleges’ organizational capacity for data-driven decision making is a function of human and social capital, but not physical capital. Methodologically, the data analyses suggest that researchers considering quantitizing qualitative data should consider an exploratory sequential design to better understand the phenomenon under study before reducing qualitative data to numbers.