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Mergers and Alliances in Higher Education : International Practice and Emerging Opportunities.

Bibliographic Details
Main Author: Curaj, Adrian.
Other Authors: Georghiou, Luke., Cassingena Harper, Jennifer., Egron-Polak, Eva.
Format: eBook
Language:English
Published: Cham : Springer International Publishing AG, 2015.
Edition:1st ed.
Subjects:
Electronic books.
Online Access:Click to View
Table of Contents:
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 13.3.3 Conditions of the Merger.

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