There are ominous signs that America's higher education sector is declining. However, why have higher education institutions and their leaders had such difficulty in addressing the problems the sector faces? The authors argue that basic assumptions built into the governance of higher education obstruct an effective response. After presenting the assumptions, the authors make a case for redesigning the structure of higher education governance.
Originally published in: Education Administration Quarterly, v. 32, supplemental, December 1996, pp. 705-719.
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