Since Michael Crow became the president of Arizona State University in 2002, he has worked to reorganize and grow the institution into his vision of a `New American University.’ ASU has grown to over 80,000 students during his time as president through a commitment to admit all students who meet a relatively modest set of academic qualifications. At the same time, the university has embarked upon a number of significant academic reorganizations that have gotten rid of many traditional academic departments and replacing them with larger interdisciplinary schools. Crow has also attracted his fair share of criticism over the years, including for alleged micromanaging and his willingness to venture into online education. (I’ve previously critiqued ASU Online’s program with Starbucks, although many of my concerns have since been alleviated.)
Crow partnered with William Dabars, an ASU professor, to write Designing the New American University (Johns Hopkins Press, $34.95 hardcover) to more fully explain how the ASU model works. The first several chapters of the book, although rather verbose, focus on the development of the American research university. A key concept that the authors raise is isomorphism—the tendency of organizations to resemble a leading organization in the market. Crow and Dabars contend that research universities have largely followed the lead of elite private universities such as Harvard and the big Midwestern land-grant universities that developed following the Civil War. Much has changed since then, so they argue that a new structure is needed.