Institutional Culture of Mergers and Alliances in South Africa
Institutional Culture of Mergers and Alliances in South Africa
复制标题
南非合并与联盟的制度文化
DOI：
10.1007/978-3-319-13135-1_8
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发表时间：
2015
期刊：
影响因子：
--
通讯作者：
M. Hall
中科院分区：
文献类型：
--
作者：
M. Hall
South Africa’s extensive set of higher education mergers were implemented between 2002 and 2005. While there has not been a systematic evaluation of this merger process, that created 11 new institutions from 26 merger partners and affected 62% of the South African higher education system (in terms of current student registrations), a full set of independent and rigorous quality assurance reports provide the basis for evaluating the consequences of the policy. These institutional audits suggest three broad types of outcome: mergers that have resulted in well functioning new institutions, failed mergers, and a set of new universities that are still responding to the consequences of merger. Finally, the publication of South Africa’s new National Development Plan in 2012 and a new analysis of student access and success across the country’s public higher education system as a whole, completed in 2013, allow an assessment of the degree to which the objectives of the 2002 merger plan have been achieved. South African society is shaped by three centuries of racial segregation. This was formalized as apartheid in 1948 when the National Party assumed power. The first democratic elections were held in 1994, and 2 years later a new constitution embedded a Bill of Rights that included the principle of equal access to education, and the imperative of redress for the consequence of previous unfair discrimination. Translating these formal rights into substantive opportunities has required the comprehensive reconstruction of a wide range of organizations, including the country’s Higher Education institutions. The newly-elected government had inherited an education system shaped by segregation in terms of race, ethnicity
