Higher Education Mergers: Integrating Organisational Cultures and Developing Appropriate Management Styles

Autor/in	Locke, William
Titel	Higher Education Mergers: Integrating Organisational Cultures and Developing Appropriate Management Styles
Quelle	In: Higher Education Quarterly, 61 (2007) 1, S.83-102 (20 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0951-5224
DOI	10.1111/j.1468-2273.2007.00339.x
Schlagwörter	Higher Education; Organizational Change; Organizational Culture; Personnel Integration; Foreign Countries; Risk; Educational Development; United Kingdom (England) + Suchen Sie Ihr Suchwort? Hochschulbildung; Hochschulsystem; Hochschulwesen; Organisationswandel; Unternehmenskultur; Ausland; Risiko; Bildungsentwicklung
Abstract	Research evidence indicates that an unusually broad range of issues take on strategic significance in a merger and that organisational cultures are critical to the successful integration of staff, students and other stakeholders within a newly combined higher education institution (HEI). This study was based on two specialist higher education (HE) colleges seeking to expand through merger in order to meet the revised criteria for university status in England. It sought a better understanding of the similarities and differences between the management styles and organisational cultures of the two colleges and an assessment of the significance of these for the proposed merger. The main conclusion of the study was that management styles and initiatives needed to be mindful of the existing cultures and subcultures of the two colleges, otherwise there was a risk that the status and efficiency of the new HEI might be improved at the expense of its academic and scholarly development. (Author).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10