| Description |
xvii, 292 pages : illustrations ; 24 cm |
| Contents |
Machine derived contents note: I. HIGHER EDUCATION MERGERS: WHAT THEY ARE -- AND WHY THEY HAPPEN -- 1. Introduction 3 -- Mergers in Higher Education 4 -- The Cases 6 -- 2. Why Mergers Happen 11 -- The Motivation to Merge 11 -- The Political Economy of Merger 12 -- The Paradigms of Merger 18 -- The Two Cases in Context 21 -- II. THE CASES -- 3. The Merger of Dalhousie University and the Technical -- University of Nova Scotia 25 -- The Deep Background 25 -- The Attempt to Rationalize in the 1990s 43 -- Dal/TUNS Amalgamation 48 -- Amalgamation: Why in 1997? 59 -- -- -- -- 4. The Merger of the Ontario Institute for Studies in Education -- and the University of Toronto 62 -- Teacher Training and Educational Research in Ontario, -- 1900-1965 62 -- The Boom Years 63 -- Years of Retrenchment 71 -- Integration: The 1980s Attempts 76 -- Reversal of Fortune 78 -- Integration, '90s Style 81 -- 5. The Cases in Context 95 -- The Cases Compared 95 -- That Which Might Have Been: Types of Mergers 107 -- Mergers as Partnerships in Change 112 -- The Cases as Partnerships in Change 115 -- III. REFLECTIONS ON EXPERIENCE -- 6. On Dynamics and Structure 127 -- Size and Power in Higher Education Merger 127 -- The Perils of Uniqueness 133 -- Dynamics of Negotiation 136 -- Fit between Mission, Structure, and Resources 151 -- Unit-Level Transition Planning 154 -- Conditions for Constructive Grassroots Participation 159 -- On Organizational Redesign and Staff Redeployment 163 -- 7. On Roles and Behaviour 171 -- The Players 171 -- Human Factors 174 -- 8. On Dollars and Data 194 -- The Dynamics of Size and Specialization 194 -- Economies of Scale 201 -- Due Diligence 203 -- Transition Costs 207 -- Information and Information Systems 212 -- Libraries 215 -- -- -- -- 9. The Steps to Merger 216 -- The Process Steps 216 -- The Substantive Steps 230 -- Putting It All Together 230 -- A Path to Merger 232 -- Combining Substance with Process 232 -- Staging and Sequencing of Issues 235 -- Transition Scheduling 236 -- 10. Concluding Observations 237 -- The Role of Government Confirmed 238 -- The Importance of Institutional Characteristics 239 -- Do Process and Leadership Matter? 241 -- A Contingency Theory of Higher Education Merger -- Management 243 -- Balancing Planning and Incrementalism 243 -- The Paradigms Revisited 244 -- The Future of Mergers in Higher Education 250 -- Appendices -- 1. Agreement Between The Province of Nova Scotia, Technical -- University of Nova Scotia, Dalhousie University 255 -- 2. University of Toronto/Ontario Institute for Studies in Education -- Integration Agreement 262 -- BIBLIOGRAPHY 279 -- INDEX 289 |
| Bibliography |
Includes bibliographical references (pages [279]-288) |
| Subject |
Technical University of Nova Scotia.
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Dalhousie University.
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Ontario Institute for Studies in Education.
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University of Toronto.
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Dalhousie University -- Case studies.
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Ontario Institute for Studies in Education -- Case studies.
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University of Toronto -- Case studies.
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Technical University of Nova Scotia -- Case studies.
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Universities and colleges -- Mergers -- Ontario -- Toronto.
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Universities and colleges -- Mergers -- Case studies.
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Universities and colleges -- Mergers -- Nova Scotia -- Halifax.
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Universities and colleges -- Mergers -- Ontario -- Toronto -- Case studies.
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Universities and colleges -- Mergers -- Nova Scotia -- Halifax -- Case studies.
|
| Genre/Form |
Case studies.
|
| Author |
Lang, Daniel, 1944-
|
| LC no. |
2002421746 |
| ISBN |
0802035256 |
|
