Different faces of Danish higher education mergers

TY - CHAP

T1 - Different faces of Danish higher education mergers

AU - Aagaard, Kaare

AU - Hansen, Hanne Foss

AU - Rasmussen, Jørgen Gulddahl

PY - 2016

Y1 - 2016

N2 - This chapter looks at three selected cases of Danish university mergers in more detail: University of Copenhagen, Aarhus University and Aalborg University. Through these three cases the chapter shows how the Danish university merger processes – in spite of a common starting point and the same overall political incentives – have had a number of different faces across the sector. Whereas some mergers – in particular Aarhus University – have been large and comprehensive, involving a number of different types of institutions from different parts of the country, others have been more modest in scope – e.g. Aalborg University. In between these extremes is the merger involving Copenhagen University, which although comprehensive in scope only involved universities located in close geographical proximity. The chapter highlights a complex interplay between top down and bottom up dynamics and shows how individual institutions have translated and transformed the overall national objectives in order to make them fit with their own institutional goals.

AB - This chapter looks at three selected cases of Danish university mergers in more detail: University of Copenhagen, Aarhus University and Aalborg University. Through these three cases the chapter shows how the Danish university merger processes – in spite of a common starting point and the same overall political incentives – have had a number of different faces across the sector. Whereas some mergers – in particular Aarhus University – have been large and comprehensive, involving a number of different types of institutions from different parts of the country, others have been more modest in scope – e.g. Aalborg University. In between these extremes is the merger involving Copenhagen University, which although comprehensive in scope only involved universities located in close geographical proximity. The chapter highlights a complex interplay between top down and bottom up dynamics and shows how individual institutions have translated and transformed the overall national objectives in order to make them fit with their own institutional goals.

U2 - 10.1007/978-3-319-21918-9_12

DO - 10.1007/978-3-319-21918-9_12

M3 - Book chapter

SN - 9783319219172

T3 - Higher Education Dynamics

SP - 195

EP - 210

BT - Mergers in Higher Education

A2 - Pinheiro, R.

A2 - Geschwind, L.

A2 - Aarrevaara, T.

PB - Springer

ER -