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https://hdl.handle.net/1959.11/179
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DC Field | Value | Language |
---|---|---|
dc.contributor.author | Harman, KM | en |
dc.contributor.author | Harman, G | en |
dc.date.accessioned | 2008-05-06T12:06:00Z | - |
dc.date.issued | 2003 | - |
dc.identifier.citation | Tertiary Education and Management, 9(1), p. 29-44 | en |
dc.identifier.issn | 1358-3883 | en |
dc.identifier.uri | https://hdl.handle.net/1959.11/179 | - |
dc.description.abstract | Higher education systems and institutions have used institutional mergers to address a range of different problems, particularly fragmentation amongst non-university institutions, lack of financial and academic viability, pressures for major system restructuring and external competitive threats. While mergers frequently are disruptive, strongly contested and costly in both human and financial terms, they have the potential to produce substantial longer-term benefits, particularly larger and more comprehensive institutions, stronger academic programmes, improved student services, enhanced student choice, greater institutional flexibility and, under certain conditions, increased efficiencies and cost-savings. Sensitivity to human and cultural factors and effective leadership are of utmost importance in achieving success in merger processes. | en |
dc.language | en | en |
dc.publisher | Springer | en |
dc.relation.ispartof | Tertiary Education and Management | en |
dc.title | Institutional Mergers in Higher Education: Lessons from International Experience | en |
dc.type | Journal Article | en |
dc.identifier.doi | 10.1023/A:1022261409801 | en |
dcterms.accessRights | UNE Green | en |
dc.subject.keywords | Educational Administration, Management and Leadership | en |
local.contributor.firstname | KM | en |
local.contributor.firstname | G | en |
local.subject.for2008 | 130304 Educational Administration, Management and Leadership | en |
local.subject.seo | 740301 Higher education | en |
local.profile.school | UNE Business School | en |
local.profile.school | Administration | en |
local.profile.email | kharman@une.edu.au | en |
local.profile.email | gharman@une.edu.au | en |
local.output.category | C1 | en |
local.record.place | au | en |
local.record.institution | University of New England | en |
local.identifier.epublicationsrecord | pes:1228 | en |
local.publisher.place | Netherlands | en |
local.format.startpage | 29 | en |
local.format.endpage | 44 | en |
local.peerreviewed | Yes | en |
local.identifier.volume | 9 | en |
local.identifier.issue | 1 | en |
local.title.subtitle | Lessons from International Experience | en |
local.access.fulltext | Yes | en |
local.contributor.lastname | Harman | en |
local.contributor.lastname | Harman | en |
dc.identifier.staff | une-id:kharman | en |
dc.identifier.staff | une-id:gharman | en |
local.profile.role | author | en |
local.profile.role | author | en |
local.identifier.unepublicationid | une:178 | en |
dc.identifier.academiclevel | Academic | en |
dc.identifier.academiclevel | Academic | en |
local.title.maintitle | Institutional Mergers in Higher Education | en |
local.output.categorydescription | C1 Refereed Article in a Scholarly Journal | en |
local.search.author | Harman, KM | en |
local.search.author | Harman, G | en |
local.open.fileurl | https://rune.une.edu.au/web/retrieve/7c081154-93a5-4c4d-a222-257f37d739b9 | en |
local.uneassociation | Unknown | en |
local.year.published | 2003 | en |
local.fileurl.open | https://rune.une.edu.au/web/retrieve/7c081154-93a5-4c4d-a222-257f37d739b9 | en |
Appears in Collections: | Journal Article UNE Business School |
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File | Description | Size | Format | |
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open/SOURCE02.pdf | Author final version | 106.69 kB | Adobe PDF Download Adobe | View/Open |
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