At a time when there are enormous economic pressures on campuses to use resources effectively, space being one of these resources, the academic culture of shared governance, with its fragmented roles for decision making, presents additional challenges. These roles are fragmented due to independent faculty and administrative action. They are ambiguous due to the unclear lines of authority of the various bodies that constitute the shared governance system, including faculty senates, faculty unions, administrative-faculty committees, and administrative committees. Based on the author's study of three institutions driven by the research question--"How are decisions made about space management issues in public higher education, and how are they related to changing values and priorities, educational effectiveness, and institutional mission fulfillment?"--this article shows how public higher education institutions address space management issues related to the allocation, utilization, and renovation of existing campus space.