A World Full of Mergers: The Nordic Countries in a Global Context

Pinheiro, Rómulo; Geschwind, Lars; Aarrevaara, Timo

doi:10.1007/978-3-319-21918-9_1

Cited by 14 publications

(9 citation statements)

References 67 publications

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“…From a structural perspective, university strategy formulation appears to be a rational process, meaning a series of predetermined decisions about how to reach specific ends by resorting to a set of means, what March and Olsen term 'the logic of consequences' (March and Olsen 2006). Universities, however, also carry out a wider social agenda, and in the Nordic countries, their funding and mission are closely linked to wider public interest (Pinheiro et al 2016). Therefore, universities' strategies are not purely rational practices, but their creation and implementation also involve political choices and limitations (Pfeffer and Salancik 1974).…”

Section: Perspectives On Strategymentioning

confidence: 99%

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Strategy as Dialogue and Engagement

Aarrevaara

Pinheiro

Söderlind

2019

Reforms, Organizational Change and Performance in Higher Education

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Interest in organisational strategy spans more than half a century and is a central topic in the business management and organisational literature (Miles et al. 1978; Chandler 2003). Within the organisational field of higher education, particularly in Northern Europe, strategic planning has only emerged in the last two decades or so, as a result of governmental reforms inspired by 'new public management' (Mouwen 2000; Rip 2004; Salminen 2003), leading to the rise of strategic science regimes. Strategy could be broadly defined as pertaining to 'a deliberate conscious set of guidelines that determines decisions into the future' (Mintzberg 1978,

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Section: Perspectives On Strategymentioning

confidence: 99%

“…Most Nordic universities have a strategic platform, one composed of aims, ambitions, and key priorities in the realms of teaching, research, and the third mission (Pinheiro and Stensaker 2014;Pinheiro et al 2016). Yet, the importance of strategies only became a key factor in universities' activities around the late 1990s.…”

mentioning

confidence: 99%

Strategy as Dialogue and Engagement

Aarrevaara

Pinheiro

Söderlind

2019

Reforms, Organizational Change and Performance in Higher Education

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“…From the intuitive perspective, although it can bring both benefits and disadvantages when the institutions with almost the same scales are merged, it is relatively unsuccessful in improving the efficiency (Harmon and Harmon, 2003) [10]. Generally speaking, earlier studies showed that there is a greater possibility of success for the acquisition-merger of universities with different scales than that for the consolidation merger (Pinheiro et al, 2016: 7; Skodvin, 1999) [19] .…”

Section: B Non-academic Resultsmentioning

confidence: 99%

Analysis on Mergers in Higher Education in China

Lin¹

2019

Proceedings of the 2nd International Seminar on Education Research and Social Science (ISERSS 2019)

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The wave of merger has brought a dramatic change to the entire higher education sector that covers almost all levels of Chinese higher education institutions. Because the higher education in China plays a significant role in promoting the development of the domestic economy, the strategic measure of the large-scale merger will undoubtedly create a great influence on the entire society of China. Nevertheless, the researchers of China higher education have only paid little attention to this wave of the merger. Among the limited number of studies on the merger in the past, they mainly focused on the role that the government played in carrying out reforms at the level of laws and policies, while few focused on mergers at the level of institution, and this research aims at filling in the gap. This paper is for the purpose of discussing the achievements of the merger of China higher education and uncovering the key elements that restrict the progress and achievements of the merger activity. What is more important is that there is the necessity for us to make an analysis on the achievements that the merger activity has obtained from an objective perspective after it has experienced a development period of more than ten years.

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“…More vocationally oriented university colleges located in more peripheral regions were tasked with catering to the labour market and knowledge needs of their immediate surroundings, while larger and more comprehensive universities were mandated with providing educational training at the national level and knowledge production within the scope of global science and national competitiveness. A nationwide structural reform enacted in the last decade has led to voluntary mergers among providers, resulting in fewer and larger HEIs and a gradual erosion of the binary system (Pinheiro et al, 2016b). Moreover, all HEIs in Norway are legally mandated to take into account societal engagement as part of their core missions.…”

Section: Methods and Casesmentioning

confidence: 99%

Universities and Regional Engagement

Iakovleva¹,

Thomas²,

Berg³

et al. 2022

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The growth and significance of universities, and education more widely, has become ever more important in stimulating innovation and economic developments across nations and regions. This edited book provides a perspective into how higher education institutions and other agents operate by using a unique three tier macro, meso, and micro lens to view such relationships and the interplay of universities and educational providers with their external environment. This book is both timely and rewarding to the reader in providing such a rich conceptual framework and it covers a wide and diverse set of case studies across the globe." Jeremy Howells, Professor and Dean of the Faculty of Business and Law, University of Portsmouth"For too long, the academic and practitioner debate on the role of universities has focused on a narrow view of commercialization and knowledge exchange, drawing from a limited number of "best practice" cases. This edited book offers a necessary and timely counterview to this idealized picture. It focuses instead on the "mundaneness" of universities' regional engagement, unpacking their complex and context-specific institutional arrangements, practices, and interactions. It is a must-read for scholars and practitioners interested in understanding regional development, innovation, and higher education in real places." Elvira Uyarra, Professor of Innovation Studies, University of Manchester"This is a very welcome book which expands the discussion of universities' regional engagement both thematically and geographically by going beyond the well-known cases to explore the mundane, but important, regional engagement activities of a wide range of universities. Universities and their academics engage with regional actors in a myriad of ways, most of which go under the radar both in policy-making and in research. This book is a step towards redressing this imbalance." Rune Dahl Fitjar, Pro-rector for Innovation and Society and Professor of Innovation Studies, University of Stavanger"This book is important because it conceptualizes and provides examples of the broad range of mundane activities that makes up the majority of linkages between a university and its region. These everyday engagements connecting universities with their region are often neglected, while the attention has been on extraordinary cases of highly innovative regions and the commercialization of research with high economic impact. The chapters in this book are of great value for understanding how typical universities can engage with their region in a profound way."

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A World Full of Mergers: The Nordic Countries in a Global Context

Cited by 14 publications

References 67 publications

Strategy as Dialogue and Engagement

Strategy as Dialogue and Engagement

Analysis on Mergers in Higher Education in China

Universities and Regional Engagement

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