東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

Mergers and acquisitions as instrume...

Etschmaier, Gale S.

FindBook

Google Book

Amazon

博客來

Mergers and acquisitions as instruments of strategic change management in higher education: Assessment measures and perceptions of success.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Mergers and acquisitions as instruments of strategic change management in higher education: Assessment measures and perceptions of success./
作者:	Etschmaier, Gale S.
面頁冊數:	226 p.
附註:	Source: Dissertation Abstracts International, Volume: 71-06, Section: A, page: 1931.
Contained By:	Dissertation Abstracts International71-06A.
標題:	Education, Finance. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3410464
ISBN:	9781124024677

Mergers and acquisitions as instruments of strategic change management in higher education: Assessment measures and perceptions of success.
Etschmaier, Gale S.

Mergers and acquisitions as instruments of strategic change management in higher education: Assessment measures and perceptions of success. - 226 p.

Source: Dissertation Abstracts International, Volume: 71-06, Section: A, page: 1931.

Thesis (Ed.D.)--University of Pennsylvania, 2010.

Mergers and acquisitions of higher education institutions are relatively rare, but each merger or acquisition provides a rich and distinctive example of major strategic organizational change. In the literature on mergers of higher education organizations, there does not appear to be a clear set of financial or quality metrics to assess success. This study attempts to fill this gap in the literature, drawing upon parallels and models in the literature on business mergers and acquisitions. Specifically this study explores assessment of success of mergers of higher education institutions as perceived by different stakeholders in relation to the original stated and unstated goals of the long term strategic objectives of the mergers.

ISBN: 9781124024677Subjects--Topical Terms:

1020300
Education, Finance.

Mergers and acquisitions as instruments of strategic change management in higher education: Assessment measures and perceptions of success.
LDR:03094nam 2200337 4500 001 1393851
005 20110415112000.5
008 130515s2010 ||||||||||||||||| ||eng d
020 $a 9781124024677
035 $a (UMI)AAI3410464
035 $a AAI3410464
040 $a UMI $c UMI
100 1 $a Etschmaier, Gale S. $3 1672430
245 1 0 $a Mergers and acquisitions as instruments of strategic change management in higher education: Assessment measures and perceptions of success.
300 $a 226 p.
500 $a Source: Dissertation Abstracts International, Volume: 71-06, Section: A, page: 1931.
500 $a Adviser: Blake Alan Naughton.
502 $a Thesis (Ed.D.)--University of Pennsylvania, 2010.
520 $a Mergers and acquisitions of higher education institutions are relatively rare, but each merger or acquisition provides a rich and distinctive example of major strategic organizational change. In the literature on mergers of higher education organizations, there does not appear to be a clear set of financial or quality metrics to assess success. This study attempts to fill this gap in the literature, drawing upon parallels and models in the literature on business mergers and acquisitions. Specifically this study explores assessment of success of mergers of higher education institutions as perceived by different stakeholders in relation to the original stated and unstated goals of the long term strategic objectives of the mergers.
520 $a For this research, a multiple case study of three sites was undertaken to explore the original goals of the merger; the outcomes of the merger; institutional performance indicators in support of or contradicting the perceptions of achievement or non-achievement of the original goals; and stakeholder perceptions of the success of the merger. The sites were chosen through a purposeful sample of mergers and acquisitions of higher education institutions from 1990 through 2007. The merger sites were the Art Institute of Boston and Lesley College (1998); Mount Vernon College and George Washington University (1999); and the Kentucky Community and Technical College System (1998). In each of these cases the primary motivation for merger or acquisition was found to be economic; all other motivations were secondary and the success of the merger or acquisition was ultimately assessed by the overall institutional size and financial health of the newly combined institution or state system. This research concludes with observations of factors that facilitated the mergers that may be of value for institutional leaders considering merger and acquisition as an instrument of strategic change as well as state agencies considering merger as a means of better meeting state and regional needs.
590 $a School code: 0175.
650 4 $a Education, Finance. $3 1020300
650 4 $a Education, Higher Education Administration. $3 1669382
650 4 $a Education, Leadership. $3 1035576
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Organizational. $3 1018023
650 4 $a Education, Higher. $3 543175
690 $a 0277
690 $a 0446
690 $a 0449
690 $a 0454
690 $a 0703
690 $a 0745
710 2 $a University of Pennsylvania. $3 1017401
773 0 $t Dissertation Abstracts International $g 71-06A.
790 1 0 $a Naughton, Blake Alan, $e advisor
790 $a 0175
791 $a Ed.D.
792 $a 2010
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3410464