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Titlebook: Mergers in Higher Education; The Experience from Rómulo Pinheiro,Lars Geschwind,Timo Aarrevaara Book 2016 Springer International Publishin

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發(fā)表于 2025-3-21 17:54:26 | 只看該作者 |倒序?yàn)g覽 |閱讀模式
書(shū)目名稱(chēng)Mergers in Higher Education
副標(biāo)題The Experience from
編輯Rómulo Pinheiro,Lars Geschwind,Timo Aarrevaara
視頻videohttp://file.papertrans.cn/631/630967/630967.mp4
概述Provides an up-to-date and integrated comparative account of merger processes involving HE institutions across the Nordic region.Moves beyond description towards in-depth analysis of the complexities
叢書(shū)名稱(chēng)Higher Education Dynamics
圖書(shū)封面Titlebook: Mergers in Higher Education; The Experience from Rómulo Pinheiro,Lars Geschwind,Timo Aarrevaara Book 2016 Springer International Publishin
描述.This book?addresses the critical knowledge gaps of mergers involving higher education institutions. It is based on a comparative research project (spring 2013-spring 2015) investigating the phenomena of mergers involving higher education institutions across the Nordic countries – Norway, Sweden, Finland and Denmark. The study involved close to 30 scholars from the region, and aimed at shedding critical light on, and providing novel contributions around, the following key aspects:?.Conceptual and theoretical approaches – strengths and limitations - towards the study of the phenomena of mergers in higher education;?.Historical developments, leading to significant structural changes in the domestic higher education landscape, and, in turn, how mergers have been used as a policy/institutional mechanism to foster adaptation to a new external environment at the local, national, regional and international levels;?.The complex dynamicsinherent to merger processes?by undertaking an in-depth investigation of a series of selected case studies, with a particular focus on the “black-box” associated with the implementation process; .The implications of the findings as regards future policy and
出版日期Book 2016
關(guān)鍵詞conceptualizing mergers in the social sciences; mergers higher education Denmark; mergers higher educa
版次1
doihttps://doi.org/10.1007/978-3-319-21918-9
isbn_softcover978-3-319-37262-4
isbn_ebook978-3-319-21918-9Series ISSN 1571-0378 Series E-ISSN 2215-1923
issn_series 1571-0378
copyrightSpringer International Publishing Switzerland 2016
The information of publication is updating

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Mergers in Danish Higher Education: An Overview over the Changing Landscapes, it is argued that the similarities in development between these sectors are substantial. The chapter also analyses and discusses the specific Danish setting which enabled and supported the merger processes and highlights some of the major challenges associated with the actual processes.
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發(fā)表于 2025-3-22 12:47:31 | 只看該作者
The Anatomy of a Merger Process in the Greater Oslo Regionp structures. Conceptually, the chapter makes a distinction between conceiving of organisations as either instruments or institutions, and discusses three main perspectives associated with these ideas. We conclude by outlining the key lessons learnt, and pinpointing possible implications for future research inquiries.
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發(fā)表于 2025-3-22 13:09:20 | 只看該作者
Mergers in the North: The Making of the Arctic University of Norwaysion is that these mergers have been beneficial in terms of teaching, research, regional engagement, and the attractiveness of the institutions. A main finding is that institutional context and leadership are of critical importance in higher education mergers.
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發(fā)表于 2025-3-22 20:39:09 | 只看該作者
Mergers as Opportunities for Branding: The Making of the Linnaeus University The Linnaeus University did a successful job in creating and marketing its new brand. The study shows that successful identity-formation and branding of a university has the potential to increase the attractiveness of the institution, in particular in terms of increasing applications from students.
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Merger of Two Universities of Applied Sciencesr was implemented along three distinct stages, namely: planning: integration; and outcomes. In the end, it concludes that the merger was relatively successful and provide implications of the case for policy makers and institutional managers when planning and operating mergers.
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