ABSTRACT
At NYUonline, Macomber used business vernacular to refer to faculty, calling them NYUonline’s “supply chain,” which had to be “maintained” for the subsidiary to effectively generate educational products. In contrast, a Babson Interactive manager admitted that the company’s work was “all about faculty” and that faculty were “central” to the company’s work. Fathom managers were not permitted to contact faculty directly regarding courses without first receiving permission from Michael Crow. Columbia later handled all production of Fathom’s courses internally, which resulted, in most instances, in the subsidiary being cut off from direct interaction with Columbia faculty. Duke CE had direct access to Fuqua faculty and even hired some professors who were on leave from the School to work for the company full-time.
