I have suggested that global forces are moving to reshape the cultural bases for university governance. I have also suggested that this movement is likely to continue a process of aligning the practices and premises of corporate and university governance. This convergence will be linked to university size and characteristics, with smaller universities becoming more like small corporations and the larger entities resembling more multinational corporations (e.g. Governance Conundrums and the University--Penn State and the Realignments of Governance Norms for the 21st Century, Law at the End of the Day, August 30, 2012).
(Pix (c) Larry Catá Backer 2012)
There are consequences to this movement. Among the most important are its effects on the relationship between the university and faculty. That relationship, once strongly premised on the idea that faculty represented an aggregation of professionals under an administrative structure built to further their collective interests in research, teaching and service, has been inverted, so that faculty are now increasingly characterized (and I have heard this from State education officials) as factors in the production of the education of revenue generating units (students).
This post highlights a recent example from Saint Louis University described in an article by Audrey Williams June, Faculty-Review Proposals at Saint Louis U Would 'Eviscerate Tenure' AAUP Says, Chronicle of Higher Education, August 30, 2012.