LEADER 04152nam 2200697 450 001 9910455491103321 005 20200520144314.0 010 $a1-282-01438-2 010 $a9786612014383 010 $a1-4426-7725-2 024 7 $a10.3138/9781442677258 035 $a(CKB)2420000000004197 035 $a(OCoLC)288097786 035 $a(CaPaEBR)ebrary10218855 035 $a(SSID)ssj0000303088 035 $a(PQKBManifestationID)11236457 035 $a(PQKBTitleCode)TC0000303088 035 $a(PQKBWorkID)10275313 035 $a(PQKB)11776652 035 $a(CaBNvSL)thg00600255 035 $a(MiAaPQ)EBC3254950 035 $a(MiAaPQ)EBC4671726 035 $a(DE-B1597)464651 035 $a(OCoLC)1013954702 035 $a(OCoLC)944177837 035 $a(DE-B1597)9781442677258 035 $a(Au-PeEL)EBL4671726 035 $a(CaPaEBR)ebr11257426 035 $a(EXLCZ)992420000000004197 100 $a20160922h20012001 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aMergers in higher education $elessons from theory and experience /$fJulia Eastman and Daniel Lang 210 1$aToronto, [Ontario] ;$aBuffalo, [New York] ;$aLondon, [England] :$cUniversity of Toronto Press,$d2001. 210 4$dİ2001 215 $a1 online resource (313 p.) 300 $aBibliographic Level Mode of Issuance: Monograph 311 $a0-8020-3525-6 320 $aIncludes bibliographical references and index. 327 $tFrontmatter -- $tContents -- $tFigures and Tables -- $tPreface -- $tAcknowledgments -- $tAbbreviations -- $tPart One. Higher Education Mergers: What They Are and Why They Happen -- $t1. Introduction -- $t2. Why Mergers Happen -- $tPart Two. The Cases -- $t3. The Merger of Dalhousie University and the Technical University of Nova Scotia -- $t4. The Merger of the Ontario Institute for Studies in Education and the University of Toronto -- $t5. The Cases in Context -- $tPart Three. Reflections on Experience -- $t6. On Dynamics and Structure -- $t7. On Roles and Behaviour -- $t8. On Dollars and Data -- $t9. The Steps to Merger -- $t10. Concluding Observations -- $tAppendix -- $tBibliography -- $tIndex 330 $aAround the world, organizations of all kinds are merging at a frenetic pace. In a comparative study of two Canadian higher education mergers - that of the Ontario Institute for Studies in Education with the University of Toronto in 1996, and that of the Technical University of Nova Scotia with Dalhousie University in 1997 - Julia Eastman and Daniel Lang examine why and how universities merge and why some mergers succeed while others fail.Drawing on extensive interviews with university members, public officials, and experts in organizational restructuring, and on their professional involvement in the two mergers, the authors elucidate what prompts higher education mergers, what is involved in the process and what determines the outcomes. They link practice with organizational theory and offer observations about the roles of history, economics, power and human relations in post-secondary educational systems. Suitable for university and college officials, educators, social scientists, and public policy-makers, the style and approach of Mergers in Higher Education make it an indispensable resource for all those involved in planning and negotiating university and other public sector mergers, both in Canada and abroad. 606 $aUniversities and colleges$xMergers$vCase studies 606 $aUniversities and colleges$xMergers$zNova Scotia$zHalifax 606 $aUniversities and colleges$xMergers$zOntario$zToronto 608 $aElectronic books. 615 0$aUniversities and colleges$xMergers 615 0$aUniversities and colleges$xMergers 615 0$aUniversities and colleges$xMergers 676 $a378.1 700 $aEastman$b Julia$01053439 702 $aLang$b Daniel 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910455491103321 996 $aMergers in higher education$92485332 997 $aUNINA