The Big Ten . . . the SEC . . . the Final Four . . . sometimes it seems that American higher education is more about sports than studies. Not so, says this well-researched, evenhanded study of athletics in university life. Sports--particularly football--play a key role in defining institutions that might otherwise be indistinguishable and are an indispensable tool in building a sense of community on campus, as well as an important factor in mustering alumni and political support.
While abuses exist, the "football school" is not only a legitimate member of the academic community but an inevitable one as well--and football provides much-needed identity at every level from the local to the national scale. Pointing out that universities compete as much academically as athletically, J. Douglas Toma argues that fielding a winning sports team is a quick, effective way to win recognition and that doing so pays dividends across the board, by raising public awareness (thereby making a school more attractive to potential students and faculty) and by creating a wider constituency of "fans" whose loyalties pay off in increased contributions and appropriations that support academic programs as well. He notes that universities like Harvard and Yale, now eclipsed on the gridiron, were "football powers" in the era when America's westward expansion spawned new schools unable to challenge older institutions academically but able to win acclaim through sports. This fosters a campus and alumni culture based on "football Saturday"--a bonding experience that helped forge a larger community whose support, both personal and financial, has become integral to the life of the institution.
Football U. brings welcome impartiality to a subject all too often riven by controversy, pitting football boosters against critics who complain that academic achievement takes second place to athletic success. But as a tool for creating "brand awareness" as well as local loyalty and widespread support, high-profile athletic programs meet a variety of institutional needs in ways no other aspect of university life can. This, Toma observes, is a two-edged sword, for even as it fosters collegiality, it discourages reform when the pendulum swings too far in the direction of athletic dominance. Nevertheless, Football U. is here to stay.
J. Douglas Toma is Director and Senior Fellow, The Executive Doctorate and Penn Center for Higher Education Management, the University of Pennsylvania's Graduate School of Education.

After decades of domination on campus, college sports' supremacy has begun to weaken. "Enough, already!" detractors cry. College is about learning, not chasing a ball around to the whir of TV cameras.

In Intercollegiate Athletics and the American University James Duderstadt agrees, taking the view that the increased commercialization of intercollegiate athletics endangers our universities and their primary goal, academics. Calling it a "corrosive example of entertainment culture" during an interview with ESPN's Bob Ley, Duderstadt suggested that college basketball, for example, "imposes on the university an alien set of values, a culture that really is not conducive to the educational mission of university."

Duderstadt is part of a growing controversy. Recently, as reported in The New York Times, an alliance between university professors and college boards of trustees formed in reaction to the growth of college sports; it's the first organization with enough clout to challenge the culture of big-time university athletics.

This book is certainly part of that challenge, and is sure to influence this debate today and in the years to come.

James J. Duderstadt is President Emeritus and University Professor of Science and Engineering, University of Michigan.

At one time, universities educated new generations and were a source of social change. Today colleges and universities are less places of public purpose, than agencies of personal advantage. Remaking the American University provides a penetrating analysis of the ways market forces have shaped and distorted the behaviors, purposes, and ultimately the missions of universities and colleges over the past half-century.

The authors describe how a competitive preoccupation with rankings and markets published by the media spawned an admissions arms race that drains institutional resources and energies. Equally revealing are the depictions of the ways faculty distance themselves from their universities with the resulting increase in the number of administrators, which contributes substantially to institutional costs. Other chapters focus on the impact of intercollegiate athletics on educational mission, even among selective institutions; on the unforeseen result of higher education's "outsourcing" a substantial share of the scholarly publication function to for-profit interests; and on the potentially dire consequences of today's zealous investments in e-learning.

A central question extends through this series of explorations: Can universities and colleges today still choose to be places of public purpose? In the answers they provide, both sobering and enlightening, the authors underscore a consistent and powerful lesson-academic institutions cannot ignore the workings of the markets. The challenge ahead is to learn how to better use those markets to achieve public purposes.