For many institutions, finding new resources and positioning themselves well in the technology-rich, competitive environment has become a high priority. Universities have long capitalized on their research to both maximize prestige and generate revenue. Many institutions now view their curriculum and courses as capital. Some engage in for-profit curriculum-based ventures and others enter into strategic alliances. These activities raise questions for shared governance in initiating and operating activities intended to capitalize on the curriculum. This article explores how these new activities and traditions of shared governance and institutional autonomy intersect, identifying potential conflicts and raising questions for campus leaders.
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