Abstract

A plethora of books and articles have appeared recently that announce the global triumph of corporate capitalism and its attendant ideologies. Nowhere are these articles more scathing in their critique of corporatization than in the field of education. However, few have taken a historical perspective in examining the institutional policies and practices that paved the way for private‐sector influence and the adoption of business and administrative sensibilities in higher education. This article examines the University of Michigan between 1945 and the early 1960s as a case study of the kinds of physical and philosophical changes that occurred to usher in the process of corporatization at a major research university. I focus predominantly on one major research effort‐‐the Phoenix Memorial Project‐‐that set in motion many of the forces that would effectively reshape the school's philosophy and practices. The article begins with a discussion of the ideological and political tensions that characterized the course of U‐M scientific research after World War II, particularly the complex intermingling of university, government and corporate interests. Next, I document the Phoenix Project itself and the emphasis on institutional restructuring for capital investment that it inspired. Despite conflicting and contradictory ideas about links between education and both military and corporate research interests, U‐M's top administrators restructured the university to attract venture capital by constructing innovative mechanisms for integrating investors’ needs into the work of academic inquiry. Finally, I want to look at some of the cultural narratives that enabled this triumph of corporate interests to infuse itself into the U‐M's institutional and social mission.