Abstract
Strategic mergers are formal combinations or amalgamations of higher education institutions with the aim of enhancing competitive advantage, or merging for ‘mutual growth’. Recently, in a number of countries, there has been a decided shift from mergers initiated by governments, and dealing mainly with ‘problem’ cases, towards institutional-initiated mergers involving strong institutions, and with clear strategic objectives. These issues are addressed and a case study is presented of the 2004 merger that created the new University of Manchester, which aims to be among the top 25 universities internationally by 2015.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
Notes
This is a revised version of a paper presented at the 19th CHER Conference, Kassel, 7–9 September 2006.
References
Australian Vice-Chancellors' Committee. (2004) Australian Higher Education Institutions, Canberra.
Brown, N., Denholm, J. and Clark, T. (2003a) Handling Merger Proposals, Oxford: Higher Education Policy Institute.
Brown, N., Denholm, J. and Clark, T. (2003b) Case Study 4: The University of Manchester and the University of Manchester Institute of Science and Technology, Oxford: Higher Education Policy Institute.
Bruno, A.R. and Bowditch, J.L. (1989) The Human Side of Mergers and Acquisitions — Managing Collisions Between People, Cultures and Organizations, San Francisco: Jossey Bass.
Carlson, B. (1994) ‘Presidential Leadership and the Growth Concept’, in J. Martin, J. E. Samels and Associates (eds.) Merging Colleges for Mutual Growth: A New Strategy for Academic Mergers, Baltimore: The Johns Hopkins University Press.
Carter, H. (2002) ‘Manchester universities announce plans to merge’, Education Guardian, 4 March.
Chen, D.Y. (2002) ‘The amalgamation of Chinese higher education institutions’, Education Policy Analysis 10 (20): 1–12 (Retrieved 26 September 2006 from http://epaa.asu.edu/epas/v10n20.html ).
Dill, D. and Soo, M. (2005) ‘Academic quality, league tables, and public policy: a cross-national analysis of university ranking systems’, Higher Education 49 (4): 495–533.
Eastman, J. and Lang, D. (2001) Mergers in Higher Education: Lessons from Theory and Experience, Toronto: University of Toronto Press.
Fielden, J. and Markham, L. (1997) ‘Lessons learned from mergers in higher education, CHEMS Paper 17, London.
Goedegebuure, L.C.J. (1992) Mergers in Higher Education: A Comparative Perspective, Enschede: Universitiet Twente.
The Guardian. (2001) ‘Universities plan merger to improve resources’, 17 May.
Hall, M., Symes, A. and Luescher, T. (2004) The governance of merger in South African Higher Education, Research Report prepared for the Council of Higher Education, Council on Higher Education, Pretoria.
Harman, G. and Harman, K. (2002) ‘Institutional mergers in higher education: lessons from international experience’, Tertiary Education and Management 29: 29–44.
Harman, G. and 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.
Harman, G. and Robertson Cuninghame, R. (eds.) (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.
Harman, K.M. (2002) ‘Merging divergent campus cultures into coherent educational communities: challenges for higher education leaders’, Higher Education 44 (1): 91–114.
Hata, T. (2004) ‘Mergers and Cooperation of Higher Education Institutions in Japan’, in COE International Seminar on Mergers and Cooperation among Higher Education Institutions: Japan and Europe, Hiroshima: Research Institute for Higher Education.
Higher Education Funding Council of England. (2002) Resources for Academic Year, Coldhaven: HECFE.
Jansen, J.D. (ed.) (2002) Mergers in Higher Education: Lessons Learned in Transitional Contexts, Pretoria: Unisa Press.
Karier, T. (1993) Beyond Competition: The Economics of Mergers and Monopoly Power, Armonk: M. E. Sharpe.
Kohm, A. and La Piana, D. (2003) Strategic Restructuring of Non-Profit Organizations; Mergers, Integrations, and Alliances, Westport: Praeger.
Kyvik, S. (2002) ‘The merger of non-university colleges in Norway’, Higher Education 44 (1): 53–72.
Lang, D. (2002a) ‘There are mergers, and there are mergers: the forms of inter-institutional combination’, Higher Education Management and Policy 14 (1): 1–50.
Lang, D. (2002b) ‘A lexicon of inter-institutional cooperation’, Higher Education 44 (1): 153–183.
La Piana, D. (2003) ‘Comment on William M. Rohe and Rachel G. Bratt's “Failures, Downsizing and Mergers among Community Development Corporations”: merger does not mean failure’, Housing Policy Debate 14 (1 and 2): 57–68.
Locke, W. (2007) ‘Higher education mergers: integrating organisational cultures and developing appropriate management styles’, Higher Education Quarterly 61 (1): 83–102.
Marginson, S. (2006) ‘Dynamics of national and global competition in higher education’, Higher Education 52: 1–39.
Martin, J. and Samels, J.E. (2002) ‘We were wrong: try partnerships, not mergers’, The Chronicle of Higher Education, 17 May, p. 10.
Martin, J., Samels, J.E. and Associates (1994) Merging Colleges for Mutual Growth: A New Strategy for Academic Mergers, Baltimore & London: The Johns Hopkins University Press.
Merger News. (2004) Cardiff: Cardiff University and the University of Wales College of Medicine.
Ramsden, B. (2006) Patterns of Higher Education Institutions in the UK, London: Universities UK.
Rukin, J. (2002) ‘More mergers, more closures’, Educationnet News, 29 November.
Shanghai Jiao Tong University, Institute of Higher Education. (2006) Academic Ranking of World Universities 2006, Shanghai: Shanghai Jiao Tong University, Institute of Higher Education, http://ed.sjtu.edu.cn/rank/2006/ARWU2006TOP500list.htm.
Skodvin, O. (1999) Mergers in Higher Education: Success of Failure, Olso: Norwegian Institute for Studies in Research and Higher Education.
University of Edinburgh Planning Section. (2004) Mergers within the Higher Education Sector, Edinburgh.
The University of Manchester. (2004a) ‘Towards Manchester 2015: the strategic plan of The University of Manchester’, Manchester.
The University of Manchester. (2004b) ‘Towards Manchester 2015: the planning and accountability cycle’, A Companion Document, Manchester.
The University of Manchester. (2006) ‘Stock take report 2006: a review of progress against the Manchester 2015 strategic plan’, Manchester.
Weston, J.F. and Weaver, S.C. (2004) Mergers and Acquisitions, New York: McGraw-Hill.
Author information
Authors and Affiliations
Rights and permissions
About this article
Cite this article
Harman, G., Harman, K. Strategic Mergers of Strong Institutions to Enhance Competitive Advantage. High Educ Policy 21, 99–121 (2008). https://doi.org/10.1057/palgrave.hep.8300172
Published:
Issue Date:
DOI: https://doi.org/10.1057/palgrave.hep.8300172