Mergers in higher education : lessons from theory and experience

Mergers in higher education : lessons from theory and experience / Julia Eastman and Daniel Lang.

In a comparative study of two Canadian higher education mergers, Julia Eastman and Daniel Lang examine why and how universities merge and why some mergers succeed while others fail.

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Bibliographic Details
Main Author: Eastman, Julia Antonia, 1955-
Other Authors: Lang, Daniel, 1944-
Format: eBook
Language:English
Published: Toronto, Ont. : University of Toronto Press, ©2001.
Subjects:
Technical University of Nova Scotia.
Dalhousie University.
Ontario Institute for Studies in Education.
University of Toronto.
Dalhousie University
Ontario Institute for Studies in Education
Technical University of Nova Scotia
University of Toronto
Universities and colleges > Mergers > Case studies.
Universities and colleges > Mergers > Nova Scotia > Halifax.
Universities and colleges > Mergers > Ontario > Toronto.
Universities and colleges > Mergers > Nova Scotia > Halifax > Case studies.
Universities and colleges > Mergers > Ontario > Toronto > Case studies.
EDUCATION > Higher.
Universities and colleges > Mergers
Nova Scotia > Halifax
Ontario > Toronto
Electronic books.
Case studies
Online Access:Click for online access
Table of Contents:
  • Intro
  • CONTENTS
  • LIST OF FIGURES AND TABLES
  • PREFACE
  • ACKNOWLEDGMENTS
  • ABBREVIATIONS
  • I. HIGHER EDUCATION MERGERS: WHAT THEY ARE AND WHY THEY HAPPEN
  • 1. Introduction
  • Mergers in Higher Education
  • The Cases
  • 2. Why Mergers Happen
  • The Motivation to Merge
  • The Political Economy of Merger
  • The Paradigms of Merger
  • The Two Cases in Context
  • II. THE CASES
  • 3. The Merger of Dalhousie University and the Technical University of Nova Scotia
  • The Deep Background
  • The Attempt to Rationalize in the 1990s
  • Dal/TUNS Amalgamation
  • Amalgamation: Why in 1997?
  • 4. The Merger of the Ontario Institute for Studies in Education and the University of Toronto
  • Teacher Training and Educational Research in Ontario, 1900-1965
  • The Boom Years
  • Years of Retrenchment
  • Integration: The 1980s Attempts
  • Reversal of Fortune
  • Integration, '90s Style
  • 5. The Cases in Context
  • The Cases Compared
  • That Which Might Have Been: Types of Mergers
  • Mergers as Partnerships in Change
  • The Cases as Partnerships in Change
  • III. REFLECTIONS ON EXPERIENCE
  • 6. On Dynamics and Structure
  • Size and Power in Higher Education Merger
  • The Perils of Uniqueness
  • Dynamics of Negotiation
  • Fit between Mission, Structure, and Resources
  • Unit-Level Transition Planning
  • Conditions for Constructive Grassroots Participation
  • On Organizational Redesign and Staff Redeployment
  • 7. On Roles and Behaviour
  • The Players
  • Human Factors
  • 8. On Dollars and Data
  • The Dynamics of Size and Specialization
  • Economies of Scale
  • Due Diligence
  • Transition Costs
  • Information and Information Systems
  • Libraries
  • 9. The Steps to Merger
  • The Process Steps
  • The Substantive Steps
  • Putting It All Together
  • A Path to Merger
  • Combining Substance with Process
  • Staging and Sequencing of Issues
  • Transition Scheduling.
  • 10. Concluding Observations
  • The Role of Government Confirmed
  • The Importance of Institutional Characteristics
  • Do Process and Leadership Matter?
  • A Contingency Theory of Higher Education Merger Management
  • Balancing Planning and Incrementalism
  • The Paradigms Revisited
  • The Future of Mergers in Higher Education
  • Appendices
  • 1. Agreement Between The Province of Nova Scotia, Technical University of Nova Scotia, Dalhousie University
  • 2. University of Toronto/Ontario Institute for Studies in Education Integration Agreement
  • BIBLIOGRAPHY
  • INDEX
  • A
  • B
  • C
  • D
  • E
  • F
  • G
  • H
  • I
  • J
  • K
  • L
  • M
  • N
  • O
  • P
  • Q
  • R
  • S
  • T
  • U
  • V
  • W
  • Z.

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