In "Academic Capitalism and the New Economy," the author, and her colleague, Sheila Slaughter, describe a cultural system that valorizes higher education's dual economic roles: generating revenue for academic institutions and producing knowledge and wealth to boost the global competitiveness of corporations. This system depends on a mode of production that fosters the growth of contingent faculty and nonfaculty professionals relative to full-time, tenure-track professors. It also gives rise to a mode of management that strengthens the governance role of central academic managers relative to that of faculty. In doing so, academic capitalism challenges the institutional governance model of the AAUP, which accords administrators, faculty, and trustees shared but unequal decision-making responsibilities in their respective realms of expertise. In this article, the author responds to the challenges of academic capitalism. But he seeks more than restoration of the faculty's position in shared governance; he aims to see new mechanisms developed to democratize governance. He aspires to broaden shared governance, making it more inclusive of and accountable to a wider range of interests and constituencies.