•  
  •  
 
Higher Learning Research Communications

Digital Object Identifier

10.18870/hlrc.v15i1.1631

ORCID

William C. Schulz III, ORCID: 0000-0001-8560-5540; Denise M. DeZolt, ORCID: 0009-0006-4423-728X

Abstract

As the higher education market becomes both more competitive and fragmented (as well as controlled through uncertain and changing regulatory regimes), and as those whom the higher education market serves become more discerning as consumers who apply proven customer behaviors within the market, universities must re-evaluate their internal governance systems. Re-evaluation of customer behaviors and governance systems may allow universities to become more inclusive, responsive, and adaptive within an academic capitalism setting.

In this case study, we present a research-based and integrated “Shared, Informed, Stakeholder-Engaged Governance” model. We describe how a large online university developed and implemented a model that answers the 2017 Association of Governing Boards of Universities and Colleges’ call for a reconceptualization of shared governance, which embraces inclusion and democratic accountability, and supports effective responsiveness and efficiency to enhance competitiveness.

The research presented and the details of our case study should contribute to ongoing discussions and initiatives to improve shared academic governance in a time of market- and government-driven change.

Share

COinS