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|a Curaj, Adrian.
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|a Mergers and Alliances in Higher Education :
|b International Practice and Emerging Opportunities.
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|a 1st ed.
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|a Cham :
|b Springer International Publishing AG,
|c 2015.
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|c ©2015.
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|a 1 online resource (318 pages)
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|b txt
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|a Intro -- Preface -- Contents -- About the Editors and Authors -- About the Editors -- About the Authors -- Chapter 1: Mergers and Alliances in Context -- 1.1 Alliance Versus Merger -- 1.2 External Versus Internal Motivation -- 1.3 Education Versus Research -- 1.4 Short-Term Versus Long Term Outcomes and Assessment -- 1.5 Motivation and Implementation -- 1.6 An Overview -- 1.7 A Way Forward -- References -- Part I: Mergers and Alliances from the Perspective of National Higher Education Systems -- Chapter 2: Mergers and Alliances in France: Incentives, Success Factors and Obstacles -- 2.1 Introduction -- 2.2 The Foundations of the French Higher Education System -- 2.2.1 Fragmentation -- 2.2.2 Centralisation -- 2.3 From the 1960s to the 1990s -- 2.3.1 Universities Evolved Different Organisational Cultures -- 2.3.2 National vs. International Prestige Strategies -- 2.3.3 Institutional Strategic Capacity -- 2.4 The First Steps Toward Ever-Closer Alliances -- 2.5 Devolution to Regional Authorities and the Emergence of the ``PRES ́́-- 2.6 Between Excellence and Regionalism -- 2.6.1 A French Excellence Initiative -- 2.6.2 The Increased Role of Regional Governments -- 2.6.3 The Recent Mergers -- 2.6.4 The University Leadership vs. The Rank-and-File -- 2.7 Concluding Remarks -- References -- Chapter 3: Mergers and Classifications in Romania: Opportunities and Obstacles -- 3.1 Introduction -- 3.2 The Legal Framework and the First (Modest) Wave of Merger Projects -- 3.2.1 A Brief Outline of Romanian Higher Education -- 3.2.2 The Legal Framework Governing University Collaboration -- 3.3 University Concentrations and the Logic of the Institutional Classification Exercise -- 3.3.1 The Classification and Its Context -- 3.3.2 The Classification and Its Classes -- 3.3.3 The Classification and Its Algorithm - An Outline.
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|a 3.3.4 The Classification and University Concentrations -- 3.3.4.1 Typology of Mergers -- 3.4 An Emerging Scenario: The Amalgamation of Universities and Public Research Institutes -- 3.4.1 The Case for HEI-NRDI Mergers -- 3.4.2 Caution Concerning University-Institute Mergers -- 3.5 Conclusions -- References -- Chapter 4: Collaboration Between Universities in Sweden -- 4.1 Introduction -- 4.2 The Swedish Context -- 4.3 Overview of the Swedish University Sector -- 4.4 Mergers in the Swedish University Sector -- 4.4.1 Mid Sweden University -- 4.4.1.1 Rationales for Merging -- 4.4.1.2 Outcomes of Merger -- 4.4.2 Linnæus University -- 4.4.2.1 Rationales for Merging -- 4.4.2.2 Outcomes of Merger -- 4.4.3 Uppsala University with Campus Gotland -- 4.4.3.1 Rationales for Merging -- 4.5 Lessons Learned -- Appendix: Strategic Positioning in the Swedish University Sector -- References -- Chapter 5: Reorganising the Welsh University System -- 5.1 Introduction -- 5.2 Context -- 5.3 The Diagnosis: The System Needs Restructuring -- 5.4 Early Phase - Funding Council as Facilitator (2002-2006) -- 5.4.1 Cardiff University and University of Wales College of Medicine -- 5.4.2 Bangor University and North East Wales Institute of Higher Education -- 5.4.3 University of Glamorgan and University of Wales Institute, Cardiff -- 5.4.4 Aberystwyth and Bangor Universities -- 5.4.5 Other Developments -- 5.5 A More Interventionist Phase (2006-2009) -- 5.5.1 University of Wales, Lampeter -- 5.5.2 Royal Welsh College of Music and Drama -- 5.6 Towards a Blueprint (2010 Onwards) -- 5.6.1 Advice to the Minister -- 5.6.2 Uncontroversial Recommendations -- 5.6.3 Controversial Recommendations -- 5.7 Ministerial Response -- 5.7.1 North East Wales -- 5.7.2 South East Wales -- 5.8 Some Reflections -- 5.8.1 Three Phases of Mergers in Wales -- 5.8.2 Broader Considerations -- References.
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|a Chapter 6: Institutional Mergers in Ireland -- 6.1 Introduction -- 6.2 Overview of Higher Education System -- 6.3 1996-2011: Collaboration via Incentivisation -- 6.3.1 Research Collaboration -- 6.3.2 Strategic Collaboration -- 6.4 2012: Collaboration via Steering -- 6.4.1 National Strategy for Higher Education to 2030 and Its Implementation -- 6.4.2 Implementation of the National Strategy for Higher Education -- 6.4.3 Restructuring the Institute of Technology Sector: A ``Carrot and Stick ́́Approach -- 6.4.4 Consolidation of Disciplines -- 6.4.5 A New Regionalism? -- 6.4.6 An Ideal Irish System? An International Perspective -- 6.5 Reconfiguring the Irish Higher Education System: A Look to the Future -- References -- Chapter 7: Institutional Mergers in Chinese Higher Education -- 7.1 Introduction -- 7.2 The Historical Context of the Chinese Higher Education System -- 7.3 The Contemporary Context -- 7.3.1 The Global Context -- 7.3.2 The Domestic Context -- 7.3.2.1 Joint Construction -- 7.3.2.2 Institutional Amalgamation -- 7.3.2.3 Cooperative Administration of Institutions -- 7.3.2.4 Transfer of Jurisdiction -- 7.3.2.5 Participation of Other Social Sectors in Institutional Operation -- 7.4 Waves of Mergers -- 7.4.1 Wave I (1992) -- 7.4.2 Wave II (1993-1997) -- 7.4.3 Wave III (1998-2000) -- 7.5 Features of the Merger Process -- 7.6 The Effects and Outcomes -- 7.6.1 Governmental and Institutional Perspectives -- 7.6.2 An Example: Fudan University -- 7.7 Issues of Concern -- 7.7.1 Integration -- 7.7.2 Costs -- 7.7.3 Institutional and Regional Disparities -- 7.8 Conclusion -- References -- Chapter 8: Institutional Culture of Mergers and Alliances in South Africa -- 8.1 Introduction -- 8.2 Context -- 8.3 Responses from the Front Line -- 8.4 Post-merger: A Decade of Integration -- 8.5 Progress in Post-apartheid Reconstruction -- 8.6 Conclusions -- References.
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|a Chapter 9: Institutional Combinations and the Creation of a New Higher Education Institutional Landscape in Post-1994 South Af... -- 9.1 Introduction -- 9.2 The Context of Change -- 9.3 The Determinants and Trajectories of Change -- 9.4 The Dynamics of Change -- 9.5 The Outcomes of Change -- 9.6 Conclusion -- References -- Part II: Mergers and Alliances at the Institutional Level - Experiences and Lessons -- Chapter 10: Strategy to Join the Elite: Merger and the 2015 Agenda at the University of Manchester - An Update -- 10.1 Introduction -- 10.2 Rationale for a Merger and New University -- 10.3 Process of Change -- 10.4 The 2015 Agenda -- 10.4.1 Goal One - High International Standing -- 10.4.2 Goal Two - World Class Research -- 10.4.3 Goal Three - Exemplary Knowledge Transfer -- 10.4.4 Goal 4 - Excellent Teaching and Learning -- 10.4.5 Remaining Goals -- 10.5 Progress and Challenges -- References -- Chapter 11: The Experience with Creating University of Lorraine by Merging Four Former Universities -- 11.1 Introduction -- 11.2 Background -- 11.3 The Context -- 11.3.1 The Chronology of the University System -- 11.3.2 A Shared Strategic Vision for Nancy -- 11.3.3 North-South Relations -- 11.4 The Merger Process -- 11.4.1 Phase 1: Strategy and Pragmatism (2005-2007) -- 11.4.2 Phase 2: The Turning Point in Lorraine (2008-2009) -- 11.4.3 Phase 3: The Period of Major Joint Scientific Projects (2010-2012) -- 11.4.4 Phase 4: The Construction of the University of Lorraine (2010-2012) -- 11.4.5 Phase 5: Creation of University Authorities: December 2011 to June 2012 -- 11.5 Lessons to Be Learned -- 11.5.1 Decisive Initial Commitment and the Originality of the Approach -- 11.5.2 An Approach Based on a Shared Analysis and Mutual Trust.
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|a 11.5.3 A Method Combining in Parallel the Political Aspects of the Project, Operational Management and the Preparation of the ... -- 11.5.4 Perception Among the Academic Community (November 2008-February 2009) -- 11.5.5 External Incentives and Opportunities -- 11.5.6 Necessary and Crucial Support -- 11.5.7 The Human Factor as a Critical Point -- 11.5.8 Choosing a Status -- 11.5.9 Current and Future Challenges -- 11.6 Conclusions -- Appendix: UL Structure, Organisation and Key Figures -- References -- Chapter 12: Strategic Aggregation of Universities in Spain: The Spanish Program International Campus of Excellence and the Exp... -- 12.1 Introduction -- 12.2 National Context -- 12.2.1 Teaching -- 12.2.2 Research -- 12.2.3 Challenges and Weaknesses -- 12.3 The International Campus of Excellence Program -- 12.3.1 Results -- 12.4 Cross-Case Commentary of Two Cases: Barcelona Knowledge Campus and Campus UAM+CSIC -- 12.4.1 Rationale for the Alliance -- 12.4.2 Process of Change -- 12.4.2.1 BKC -- 12.4.2.2 UAM+CSIC -- 12.4.2.3 Funding -- 12.4.2.4 Engagement -- 12.4.2.5 Resistance -- 12.4.3 Progress and Outcomes -- 12.4.4 Conclusions and Lessons Learned -- 12.5 CEI Montegancedo: In-Depth Case Study of the Technical University of Madrid -- 12.5.1 Rationale -- 12.5.2 International Perspective of the Campus Montegancedo -- 12.5.3 The Role of the Private Sector -- 12.5.4 Support Centre for Technology Innovation -- 12.5.5 Horizontal Issues -- 12.5.5.1 Governance of the Aggregations -- 12.5.5.2 Concept of Excellence in Innovation -- 12.5.6 Lessons Learned -- 12.6 Concluding Remarks -- References -- Chapter 13: The Process of Merging Romanian Universities: Technical University of Cluj-Napoca - North University of Baia Mare -- 13.1 Introduction -- 13.2 Background -- 13.3 The Merger Process -- 13.3.1 The Case for the Merger -- 13.3.2 The Stages of the Merger.
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|a 13.3.3 Conditions of the Merger.
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|a Description based on publisher supplied metadata and other sources.
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|a Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2023. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
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|a Electronic books.
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|a Georghiou, Luke.
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|a Cassingena Harper, Jennifer.
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|a Egron-Polak, Eva.
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|i Print version:
|a Curaj, Adrian
|t Mergers and Alliances in Higher Education
|d Cham : Springer International Publishing AG,c2015
|z 9783319131344
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| 797 |
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|a ProQuest (Firm)
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| 856 |
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|u https://ebookcentral.proquest.com/lib/matrademy/detail.action?docID=6422687
|z Click to View
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