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.
Recommended Citation
Schulz, W. C.,
&
DeZolt, D.
(2025).
A Case Study in Evolving Academic Governance: Democratic Accountability and Academic Capitalism.
Higher Learning Research Communications, 15 (2).
DOI:10.18870/hlrc.v15i1.1631
Included in
Adult and Continuing Education Commons, Educational Leadership Commons, Higher Education Administration Commons, Social and Philosophical Foundations of Education Commons
