The current battles over free speech on college campuses and the discussions over the boundaries of academic freedom are not limited to the realm of higher education. Academic freedom and university security are hotly debated issues in today's marketized higher education sector where economic interests sometimes take precedence, and there's a palpable sense of public disquiet over the rise of a new generation of censorious students. In the context of a university's general goal, such issues are particularly important to bring up while discussing academic freedom.

In recent years, the secularization of Christian colleges has risen to prominence as a subject of academic inquiry and scholarship. One aspect of secularization processes is the impact on the religious identity of organizations pursuing national reputations in the quest for national reputations. According to the data analysis findings, teacher perceptions may be divided into three groups (German, 2020). Those in the first group didn't feel that there was a fundamental clash between religious ideology and academic rampant. The second group recognized the possibility of a disagreement but expressed confidence that the institution would maintain its vigilance. There was disagreement between the two groups in the third group, those who claimed that the university's Catholic character was under attack and that westernization had already taken place. Religious institutions and universities of all sorts are affected, which has implications for them all.

"Regent" is not just another effort by the Christian Right to indoctrinate its youth with conservative evangelical Christianity's principles, as Cox correctly points out. However, the faculty at Regent is made up of people from a wide range of Christian and political backgrounds (Swezey, 2010). Regent University's ambition to build a nationally recognized academic reputation and its evangelical Christian culture must be understood in order to properly understand the conflict; historians have turned to faculty and administration members for their recollections of the university's history. After the founder's death, some believe there will be a spiritual crisis. Leaders, they said, would have to be inspired by Robertson's faith and entrepreneurial zeal to rise to the occasion. They questioned whether or not the founder's vision and objective would continue to be respected in the years ahead. Some Regents are looking for a president like Bob Slosser, the former president, who was willing to sacrifice academic prominence in order to rekindle Regent's spiritual commitment. One thing is clear for Regent: whatever lies ahead, he will succeed. A new generation will soon take the helm at the institution, having only been in place for 30 short years before this one. The pioneers who started the institution are gradually fading away from public view. Several founders have passed away,  while others have retired or gone on to new possibilities. Even if Regent's leadership changes, it is probable that the institution will continue to grow. The life cycle of any firm, like that of every human civilization, must be observed. In the same way as pre-adolescence, adolescence, and maturity all have three distinct stages, so too do organizations. Companies must effectively handle a crisis in order to go on to the next phase. Each phase has its own set of challenges that must be overcome in order for the project to progress.