Institutional mergers in higher education: Lessons from international experience

Tertiary Education and Management

Volumn 9, Issue 1, 2003, Pages 29-44

  Harman, Grant ^a   Harman, Kay ^a  

^a UNIVERSITY OF NEW ENGLAND   (Australia)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 56349171977     PISSN: 13583883     EISSN: 15731936     Source Type: Journal    
DOI: 10.1080/13583883.2003.9967091     Document Type: Article

References (30)

1. Buono, A.R. & Bowditch, J.L. (1989). The Human Side of Mergers and Acquisitions-Managing Collisions Between People, Cultures, and Organizations. San Francisco: Jossey-Bass.
2. Clark, B.R. (1983). The Higher Education System: Academic Organization in Cross-National Perspective. Berkeley and Los Angeles: University of California Press.
3. Fielden, J. & Markham, L. (1997). Lessons Learned from Mergers in Higher Education. London: CHEMS Paper 17.
4. Goedegebuure, L.C.J. (1989). Institutional Mergers and System Change: Reconstructing the Sector of Higher Vocational Education. In P.A.M. Maassen & F.A. van Vught (eds), Dutch Higher Education in Transition: Policy Issues in Higher Education in the Netherlands. Culemborg: Lemma.
5. Goedegebuure, L.C.J. (1992). Mergers in Higher Education: A Comparative Perspective. Enschede: Universitiet Twente.
6. Harman, G. (1981). The Razor Gang Decisions, the Guidelines to the Commissions, and Commonwealth Education Policy, Vestes: The Australian Universities' Review 24(2), 28-40.
7. Harman, G. (1991). Institutional Amalgamations and Abolition of the Binary System in Australian Higher Education under John Dawkins, Higher Education Quarterly 45(1), 176-198.
8. Harman, G. (2000). Institutional Mergers in Australian Higher Education, Higher Education Quarterly 54(4), 343-366.
9. Harman, G., Beswick, D. & Schofield, H. (1985). The Amalgamation of Colleges of Advanced Education at Ballarat and Bendigo. Parkville: Centre for the Study of Higher Education, University of Melbourne.
10. Harman, G. & Meek, V.L. (eds) (1988). Institutional Amalgamations in Higher Education: Process and Outcome in Five Countries. Armidale: Department of Administrative and Higher Education Studies, University of New England.
11. Harman, G. & Robertson Cuninghame, R. (1995). The Network UNE Experience: Reflections on the Amalgamated University of New England 1989-1993. Armidale: Department of Administrative, Higher and Adult Education Studies, University of New England.
12. Harman K.M. (1989). Culture and Conflict in Academic Organisation: Symbolic Aspects of University Worlds, Journal of Educational Administration 27(3), 31-55.
13. Harman, K.M. (2002). Merging Divergent Campus Cultures into Coherent Educational Communities: Challenges for Higher Education Leaders, Higher Education 44(1), 9 1-114.
14. Hatton, E.J. (2002). Charles Start University. A case study in institutional amalgamation, Higher Education 44(1), 5-27.
15. Hay, H.R., Fourie, M. & Hay, J.F. (2001). Are Institutional Combinations, Mergers or Amalgamation the Answer? An Investigation into Staff Perceptions, South African Journal of Higher Education 15(1), 100-108.
16. Kyvik, S. (2002). The Merger of Non-university Colleges in Norway, Higher Education 44(1), 53-72.
17. Locke, M., Pratt, J. & Burgess, T. (1985). The Colleges of Higher Education 1972 to 1982: The Central Management of Organic Change. Croydon: Critical Press.
18. Massingham, P. (2001). Australia's Federated Network Universities: what happened? Journal of Higher Education Policy and Management 23(1), 19-32.
19. Martin, J., Saméis, J.E. & Associates (1994a). Merging Colleges for Mutual Growth: A New Strategy for Managers. Baltimore and London: Johns Hopkins Press.
20. Martin, J. & Saméis, J.E. (1994b). Conclusion: The Mutual-Growth Process-Myths and Realities. In J. Martin, J.E. Saméis & Associates (eds), Merging Colleges for Mutual Growth: A New Strategy for Managers. Baltimore: Johns Hopkins Press, 227-238.
21. Millett, J.D. (1976). Mergers in Higher Education: An Analysis of Ten Case Studies. Washington: Academy for Educational Development.
22. Ministry of Education (2001). National Plan for Higher Education. Pretoria: Ministry of Education.
23. Morgan, A. (2000). Reform in Hungarian Higher Education, International Higher Education 19, 23-24.
24. Norgard, J.D. & Skodvin, O. (2002). The Importance of Geography and Culture in Mergers-a Norwegian institutional Case Study, Higher Education 44(1), 73-90.
25. Pettigrew, A.M. (1979). On Studying Organizational Cultures, Administrative Science Quarterly 24(4), 570-581.
26. Reddy, J. (1998). Regional Consortia, Partnerships, Mergers and Their Implications for Transformation of the South African Higher Education System. Johannesburg: US AID.
27. Robinson, E. (1977). Mergers in Higher Education. In A. Knowles (ed.), International Encyclopedia of Higher Education. San Francisco: Jossey Bass, 2822-2828.
28. Skodvin, O. (1997). The Reorganisation of Non-university Higher Education in Norway: Problems and Potentials, Tertiary Education and Management 3(4), 317-324.
29. Skodvin, O. (1999). Mergers in Higher Education: Success of Failure. Olso: Norwegian Institute for Studies in Research and Higher Education.
30. Temple, P. & Whitchurch, C. (1994). An International Perspective: Recent Growth Mergers in British Higher Education. In J. Martin, J.E. Saméis & Associates (eds), Merging Colleges for Mutual Growth: A New Strategy for Managers. Baltimore and London: Johns Hopkins Press, 209-226.