The purpose of this study was to use the iron triangle as a theoretical framework or lens through which to explore the use of long-term tuition freezes as a tuition strategy adopted by higher education institutions to control costs while maintaining or improving quality and increasing access for students from underrepresented populations. Through a two-case qualitative case study, the impacts on quality, access, and finances were investigated at two similarly situated large public flagship research institutions--Purdue University and the University of Wisconsin at Madison--which have both operated under tuition freezes since 2013. This study found, in support of the iron triangle, both institutions were able to sustain their tuition freezes primarily by growing enrollment revenue through increased nonresident student enrollments. Although this nonresident student enrollment growth allowed both institutions to offset the foregone revenue, there have been some unintended adverse impacts to both quality and access on both campuses. One of the two institutions, however, was able to reengineer its internal business processes and recognize significant operating efficiencies. This process may prove to be a possible strategy for other large research universities to control costs without adversely impacting quality and access. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]