Affiliation:
1. NIFU – Nordic Institute for Studies in Innovation, Research and Education Oslo Norway
2. LINK – Centre for Learning, Innovation and Academic Development University of Oslo Oslo Norway
3. Department of Pedagogy University of Oslo Oslo Norway
Abstract
AbstractMergers in higher education are large‐scale, complex organisational change processes seeking to integrate former independent institutions into a new organisational entity. Mergers are often justified by reference to broad overarching goals such as quality, relevance, and efficiency. In practice, mergers entail attempts at organisational integration which can be inhibited by several obstacles, increasing and large internal distances can be such a hindrance to integration. In this paper, we explore how different forms of distance to leadership in the context of higher education can be conceptualised, and how experiences of different forms of distance interrelate. This paper shows that geographical distance can also mask other conceptualisations of distances and that geographical distance can also interact with other forms of distances. The empirical basis consists of data from a large‐scale research project addressing the organisational transformations taking place in Norwegian higher education due to mergers between 2016 and 2017.
Cited by
2 articles.
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1. Mental Health and Hybrid Work;Reference Module in Social Sciences;2024
2. Partnerskap på like premisser?;Nordic Journal of Comparative and International Education (NJCIE);2023-12-21