The New York Times Magazine This Campus Is Being Simulated
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"The internet will have a very different effect on the most prestigious institutions from the one it will have on those in the middle and lower echelons. The Harvards and the Williamses are in no danger of virtualization, because both their communal life and their intellectual life are integral to their natures. They will be the brand names coveted by students at the less grand institutions, not to mention by lifelong learners. And they will, if they wish, earn lots and lots of money, which in turn could permit them, as Herb Allen and Mark Taylor suggest, to lower tuition and thus reach out to a wider, or at least different, audience. Or perhaps all that money will encourage them to behave like the market actors they will have become. Once a university permits itself to be subsumed into its brand name, it becomes, as Charles Nesson puts it, "a production house for making knowledge products.""

The Standard Ivy Online
"Columbia is not alone in its Internet ambitions. The nation's elite universities, long secure in their centuries-old reputations, face a rapidly changing world in which any school, from the University of South Alabama to UC Berkeley, can put its courses online and court a global market for continuing education. Fearing that they will be left behind, Ivy League administrators are becoming dealmakers, and buzz phrases like "leveraging brands" and "tapping intellectual capital" echo from the Stanford Quad to Harvard Square.:

"Thanks in part to the Net's ability to distribute courses to students anywhere at any time, learning is becoming another commodity, part of the $740 billion "education industry" that has attracted keen interest on Wall Street."

redux [09.20.00]
The New York Times Columbia Sets Pace in Profiting Off Research
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"When Fredric D. Price, the president of a nutritional-supplements company, sought a partner to create an online information company, NutritionU.com, he approached a Columbia University professor, Dr. Richard J. Deckelbaum.

He hit pay dirt.

Some academics might have run the other way, concerned about the motives and standards in the emerging commercial market for cyber education. But Dr. Deckelbaum, director of Columbia's Institute of Human Nutrition, viewed the Internet as a way to reach a wider population.

Columbia was interested, too. The venture fit neatly into its strategy to turn more of its intellectual capital -- the knowledge, research and teaching of its professors -- into financial capital."

redux [05.09.00]
The Standard A Brand Called Stanford
"For decades, Stanford University has served as an intellectual incubator to students and faculty who have gone on to found such Silicon Valley icons as Hewlett-Packard (HWP) , Silicon Graphics (SGI) and Yahoo. Now Stanford has hatched a startup of its own."

"On Tuesday, the university launched its first for-profit venture, an Internet medical company called e-Skolar. The startup will market an online information service for physicians called Stanford Skolar, M.D."

""We've gotten some income from our associations [with Stanford-inspired companies] but it's minimal to the value created." Determined to profit from its intellectual property, Stanford formed e-Skolar, taking a majority ownership stake."

Netfuture Who's Killing Higher Education? (or is it suicide?)
"A growing consensus holds that new information technologies foretell the end of higher education as we have known it. I suspect this is true. Its truth, however, is not that the technologies are positively revolutionizing education. Rather, what we are watching is more like the end -- the final perfection and dead-end extreme -- of the old regime's shortcomings."

"All this worries a growing contingent of educators, who fear the corporation's "crushing solicitude". (The phrase is William F. Buckley's which he applied many years ago to the ministrations of centralized government.) I share this fear, but it seems to me that the more fundamental issue often goes unnoted: our changing notions about what education is make it inevitable that business and industry should step into the picture aggressively. If you want efficient delivery of effective facts and procedures, then business -- already attuned to such computationally rigorous training -- will far outperform the university.

In other words, having increasingly accepted their role as training grounds for business -- which is what the information-transfer model of education implies -- universities are now finding that business is better situated to train its own employees than schools are. At best the universities will simply hire themselves out to corporations.