This paper presents two models, one for organizing institutional research and research data, and the other for applying research findings to the decision-making process. The model for organizing research consists of four subsystems: goal-setting, program development, cost-effectiveness, and program review. Each subsystem has a distinctive relationship to the decision-making process and to planning, and each has component data fields which identify and categorize information into seven subject categories: students, programs, community, facilities, finance, staff, and organization. The decision-making model describes an environment for converting research findings into planning concepts. Since planning should be a graduated process that involves the making of decisions which strike an even balance between political considerations and research data, this model takes both competing staff interests and research findings into account through decision alternatives. In the absence of a decision-making apparatus, research is fragmented with no central integrating mechanism and political expediency becomes the dominant force in decisions. These models seek to address the need of translating research data into planning concepts and decision-making alternatives, the crux of the research enterprise. (JDS)