This case study examines the collegial behavior of enrollment professionals within an admission consortium. Resource Dependency Theory provides a guiding framework for the analysis and discussion of the findings. Data collection for this case study was derived from interviews with enrollment deans and directors who represent public universities competing within the same student enrollment market. The findings show that the collegial behavior of enrollment professionals has diminished in conjunction with public funding and increased competition for student tuition revenue. Implications of this study provide that resource dependence is capable of changing the collegial behavior of enrollment professionals and the perception of our field. Traditionally, academic consortia were established as associations that promoted the sharing of ideas and resources between universities in a manner that warranted collegiality. While most of academic consortia fostered teaching and research, few concentrated specifically on recruitment and enrollment strategies. Recently, the utility of consortia has evolved to serve a broader range of university interests. Culminated by funding deficits and increased competition for student tuition revenue, admission consortium networks are germinating from the traditional academic consortium design. Set forth by university presidents and provosts from various athletic conferences, admission consortia are led by enrollment experts who center focus on strategic enrollment planning. Intercollegiate collaboration is expected from all members despite external pressures in the form of market forces that have the potential to complicate collegial intentions. Admission consortium members in this study find themselves disjointed between a collegial higher education culture and protecting key elements of their recruitment, enrollment and retention operations.