Traditional Principals’ Reaction to a Charter School Opening

Abstract

Using multiple case studies, I examined how three traditional principals reacted and responded over time to the opening of a charter school in their attendance boundaries. Findings suggest principals’ reactions to competition shifted based on their perceptions of their status and competitive advantage in the market. These perceptual changes were the result of interactions with parents/guardians, staff, teachers, and students. This study has implications for how principals’ perceptions over time may affect engagement in competitive markets.