Resisting the Unholy Alliance Between a University and a Prison Company

Abstract

This critical case study of a decision to name a university’s football stadium after a private prison company is presented from an autoethnographic perspective to discuss individual and group responses to the decision. Highlighted in the analysis are implications for faculty governance. Readers are encouraged to consider how their own institution’s governance structures are equipped to address similar affronts to democratic governance and the moral obligation of a university committed to the public good. It is intended that the analysis of the reaction of one university will facilitate the opportunities for developing proactive agendas for safeguarding the role of universities as public spheres for democratic engagement.