Mergers and Alliances in Higher Education: International Practice and Emerging Opportunities
Mergers and Alliances in Higher Education: International Practice and Emerging Opportunities
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DOI：
10.1007/978-3-319-13135-1
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发表时间：
2015
期刊：
影响因子：
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通讯作者：
Adrian Curaj;L. Georghiou;J. Harper;E. Egron-polak
中科院分区：
文献类型：
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作者：
Adrian Curaj;L. Georghiou;J. Harper;E. Egron-polak
西悉尼大学（UWS）在澳大利亚是一所年轻的大学。 2014年，它也是一所大型且日益突出的大学，拥有超过42,000名学生，学生需求持续强劲，学生成绩优异，研究领域表现出色且备受推崇。 UWS 目前的成功和突出地位是通过 2000 年其组成学院的合并而实现的。 UWS 曾经是一个复杂且充满争议的联合会，现在是一个高效的统一机构，并从其结构和组织的根本性和深远的变化中受益。该大学是在 20 世纪 80 年代末澳大利亚高等教育不断变化和充满挑战的环境中成立的，位于西悉尼大城市地区的三所高等教育学院合并在一起组成了西悉尼大学 (UWS)。正式创建大学的议会法案规定了一个联邦机构结构，其中联邦的每个成员（前学院）在整个大学的规划和资源分配框架内工作时保留很大程度的自主权。每个成员机构都在自己的学术和管理结构内运作。在以会员为中心的规划和大学层面的监测和报告的混合文化中，无论这意味着什么，最终都无法维持现状。因此，改变就不可避免了。这一变化的形式是将联盟的三个成员机构合并，形成一所具有单一管理和学术结构的统一的多校区大学。澳大利亚高等教育部门认为这一制度改革和重塑进程既是早该进行的，也是一项重大且关键的任务。
The University of Western Sydney (UWS) is, in the Australian context, a young university. In 2014 it is also a large and increasingly prominent university with more than 42,000 students, continuing strong student demand, excellent student outcomes and high performing and highly regarded areas of research. The current success and prominence of UWS was made possible through the merger of its constituent colleges in 2,000. Where once it was a complex and contested federation, UWS is now a highly productive unified institution experiencing the benefits of fundamental and far-reaching change to its structure and organisation. The University was established in the changing and challenging environment of Australian higher education of the late 1980s as three colleges of advanced education located in the large urban region of Western Sydney, were joined together to form the University of Western Sydney (UWS). An Act of Parliament formally creating the University prescribed a federated institutional structure in which each Member of the federation (the former colleges) retained a large degree of autonomy while working within the planning and resource allocation framework of the University at large. Each Member institution operated within its own academic and management structures. In a hybrid culture of Member-centric planning and University-level monitoring and reporting it eventually became impossible to hold onto the status quo, whatever that meant. Change, therefore, became inevitable. This change took the form of a merger of the three Member institutions of the federation to form a unified multicampus University with a single administration and academic structure. This process of institutional reform and reinvention was viewed within the Australian higher education sector as both overdue and a major and critical undertaking.