Advertisement

The Many Guises of Nordic Higher Education Mergers

  • Lars GeschwindEmail author
  • Rómulo Pinheiro
  • Timo Aarrevaara
Part of the Higher Education Dynamics book series (HEDY, volume 46)

Abstract

In this final chapter, the volume’s editors reflect upon the empirical and theoretical contributions from the book. The chapter is structured according to a number of ‘dimensions’ which have appeared in the previous chapters. It is concluded that the historical contexts and path dependencies play crucial roles also in the case of mergers. Furthermore, the importance of key actors is highlighted, not least the role played by formal top leaders, but also informal brokers and change agents at the institutional level. In terms of future research, two lines of inquiry are identified. The first is to delve deeper into process-related issues, which is still an unexplored aspect of mergers, and the second is to undertake more comparative studies, for instance across sectors and over time.

Keywords

High Education Institution Nordic Country Merger Process Nordic Region Competitive Unit 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. Brown, S. L. (2004). Moving from cohabitation to marriage: Effects on relationship quality. Social Science Research, 33(1), 1–1.CrossRefGoogle Scholar
  2. Byrkjeflot, H., Pedersen, J. S., & Svejenova, S. (2013). From label to practice: The process of creating new Nordic cuisine. Journal of Culinary Science & Technology, 11(1), 36–55. doi: 10.1080/15428052.2013.754296.CrossRefGoogle Scholar
  3. Cartwright, S., & Schoenberg, R. (2006). Thirty years of mergers and acquisitions research: Recent advances and future opportunities. British Journal of Management, 17(S1), S1–S5.CrossRefGoogle Scholar
  4. Clark, B. R. (1983). The higher education system: Academic organization in cross-national perspective. Los Angeles: University of California Press.Google Scholar
  5. Curaj, A., Georghiou, L., Harper, J. C., & Egron-Polak, E. (Eds.). (2015). Mergers and alliances in higher education. International practice and emerging opportunities. Dordrecht: Springer.Google Scholar
  6. Drori, I., & Honig, B. (2013). A process model of internal and external legitimacy. Organization Studies, 34(3), 345–376. doi: 10.1177/0170840612467153.CrossRefGoogle Scholar
  7. Georghiou, L. (2009). Strategy to join the elite: Merger and the 2015 agenda at the University of Manchester. In Learning to compete in European universities – From social institution to knowledge business. Cheltenham: Edward Elgar.Google Scholar
  8. Gornitzka, Å., & Maassen, P. (2007). An instrument for national political agendas: The hierarchical vision. In P. Maassen & J. P. Olsen (Eds.), University dynamics and European integration (Vol. 19, pp. 81–98). Dordrecht: Springer.CrossRefGoogle Scholar
  9. Green‐Pedersen, C. (2002). New public management reforms of the Danish and Swedish welfare states: The role of different social democratic responses. Governance, 15(2), 271–294.CrossRefGoogle Scholar
  10. Hansen, H. F. (2012). Fusionsprocesserne. Frivillighed under tvang? In K. Aagaard & N. Mejlgaard (Eds.), Dansk forskningspolitik efter årtusindskiftet. Aarhus: Aarhus universitetsforlag.Google Scholar
  11. Harman, G., & Harman, K. (2003). Institutional mergers in higher education: Lessons from international experience. Tertiary Education and Management, 9(1), 29–44.CrossRefGoogle Scholar
  12. Jongbloed, B. (2003). Marketisation in higher education, Clark’s triangle and the essential ingredients of markets. Higher Education Quarterly, 57(2), 110–135. doi: 10.1111/1468-2273.00238.CrossRefGoogle Scholar
  13. Kyvik, S. (2009). The dynamics of change in higher education. Expansion and contraction in an organisational field. Dordrecht: Springer.Google Scholar
  14. Kyvik, S., & Stensaker, B. (2013). Factors affecting the decision to merge: The case of strategic mergers in Norwegian higher education. Tertiary Education and Management, 19(4), 323–337. doi: 10.1080/13583883.2013.805424.CrossRefGoogle Scholar
  15. Marginson, S. (2004). Competition and markets in higher education: A ‘glonacal’ analysis. Policy Futures in Education, 2(2), 175–244.CrossRefGoogle Scholar
  16. Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16(1), 145–179.Google Scholar
  17. Olsen, J. P. (2007). The institutional dynamics of the European university. In P. Maassen & J. P. Olsen (Eds.), University dynamics and European integration (pp. 25–54). Dordrecht: Springer.CrossRefGoogle Scholar
  18. Padgett, J. F., & Powell, W. W. (2012). The emergence of organizations and markets. Princeton: Princeton University Press.CrossRefGoogle Scholar
  19. Pierson, P., & Skocpol, T. (2002). Historical institutionalism in contemporary political science. In I. Katznelson & H. Milne (Eds.), Political science: The state of the discipline (pp. 693–721). New York: W. W. Norton & Company.Google Scholar
  20. Pinheiro, R., & Stensaker, B. (2014a). Designing the entrepreneurial university: The interpretation of a global idea. Public Organization Review, 14(4), 497–516. doi: 10.1007/s11115-013-0241-z.CrossRefGoogle Scholar
  21. Pinheiro, R., & Stensaker, B. (2014b). Strategic actor-hood and internal transformation: The rise of the quadruple-helix university? In J. Brankovic, M. Klemencic, P. Lazetic, & P. Zgaga (Eds.), Global challenges, local responses in higher education. The contemporary issues in national and comparative perspective (pp. 171–189). Rotterdam: Sense.Google Scholar
  22. Pinheiro, R., Benneworth, P., & Jones, G. A. (2012). Understanding regions and the institutionalization of universities. In R. Pinheiro, P. Benneworth, & G. A. Jones (Eds.), Universities and regional development: An assessment of tensions and contradictions (pp. 11–32). London: Routledge.Google Scholar
  23. Pinheiro, R., Geschwind, L., & Aarevaara, T. (2013). Mergers in higher education: What do we know and what are we lacking? EAIR annual conference, Rotterdam, August 28–31. Google Scholar
  24. Pinheiro, R., Geschwind, L., & Aarrevaara, T. (2014). Nested tensions and interwoven dilemmas in higher education: The view from the Nordic countries. Cambridge Journal of Regions, Economy and Society, 7(2), 233–250. doi: 10.1093/cjres/rsu002.CrossRefGoogle Scholar
  25. Pinheiro, R., Charles, D., & Jones, G. A. (forthcoming). Special issue: ‘Translating strategy, values and identities in higher education: The case of multi-campus systems’. Tertiary Education & Management.Google Scholar
  26. Pinheiro, R., Aarevaara, T., Berg, E., Geschwind, L., & Torjesen, D. O. (in press). Strategic mergers in the public sector: Comparing Universities and Hospitals. In S. Tarba, R. Cooper, & C. Sarala (Eds.), Mergers and acquisitions in practice, Routledge. London: Routledge.Google Scholar
  27. Pollitt, C., & Bouckaert, G. (2011). Public management reform: A comparative analysis: New public management, governance, and the neo-Weberian state. Oxford: Oxford University Press.Google Scholar
  28. Ramirez, F., Byrkjeflot, H., & Pinheiro, R. (in press). Higher education and health organizational fields in the age of “world class and “best practices”. In R. Pinheiro, L. Geschwind, F. Ramirez, & K. Vrabæk (Eds.), Towards a comparative institutionalism? Forms, dynamics and logics across health and higher education fields. Bingley: Emerald.Google Scholar
  29. Schultz, M., Maguire, S., Langley, A., & Tsoukas, H. (2012). Constructing identity in and around organizations. Oxford: Oxford University Press.CrossRefGoogle Scholar
  30. Selznick, P. (1949). TVA and the grass roots: A study in the sociology of formal organization. Berkeley: University of California Press.Google Scholar
  31. Stensaker, B., Persson, M., & Pinheiro, R. (in press). When mergers fail: A case study on the critical role of external stakeholders in merger initiatives. European Journal of Higher Education, 6(1).Google Scholar

Copyright information

© Springer International Publishing Switzerland 2016

Authors and Affiliations

  • Lars Geschwind
    • 1
    Email author
  • Rómulo Pinheiro
    • 2
  • Timo Aarrevaara
    • 3
  1. 1.Department of Learning, School of Education and Communication in Engineering ScienceKTH Royal Institute of TechnologyStockholmSweden
  2. 2.Department of Political Science and Management, Faculty of Social SciencesUniversity of AgderKristiansandNorway
  3. 3.Faculty of Social SciencesUniversity of LaplandRovaniemiFinland

Personalised recommendations