Abstract: U.S. higher education faces mounting existential pressures—enrollment declines, cost escalation, political skepticism, and administrative managerialism that prioritizes short-term institutional survival over long-term scholarly mission. Despite widespread critique, business management faculty have largely failed to mount effective resistance to managerialist interventions, even as these practices erode academic autonomy and institutional purpose. This paradox deepens when considering that many senior administrators implementing managerial reforms lack formal training in management and strategy, sometimes producing poorly conceived interventions that damage institutions while expanding administrative ranks. This essay examines why business faculty—who possess expertise to recognize problematic management practices—often remain complicit in or complacent toward managerialism. Drawing on identity theory and organizational scholarship, we argue that typical business faculty identities neither frame managerialism as a personal threat nor create obligation to apply professional expertise to institutional challenges. Before mounting effective response, business management faculty may need to cultivate alternative identities as stewards of organizational practice, not merely teachers of management abstracted from institutional context.
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