| Abstract: | The 1993 merger between Jordanhill College of Education and the University of Strathclyde is analysed by the Principals of the two institutions. They examine such factors as the nature of the merger itself, the importance of the timing of the proposal, the influence exercised by prior experiences, and the attitude of the key players - Senate, Academic Board, Court and Governors, students, academic and non-academic trade unions, the Funding Council and the Scottish Office Education Department. The authors then proceed to compare their merger with mergers which have occurred in higher education in the Netherlands and in Australia. While there was a major difference, in that there was no government pressure to merge, there were other significant ways in which the process was similar. Many of the lessons learned in those countries apply equally in the UK. |
