University Mergers in Finland: Mediating Global Competition

Välimaa, Jussi; Aittola, Helena; Ursin, Jani

doi:10.1002/he.20112

Cited by 30 publications

(30 citation statements)

References 34 publications

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“…La "autonomía institucional" puede suponer también una mayor separación de las políticas públicas estatales; por ejemplo, favoreciendo el aumento del personal contratado o, incluso, la supresión del estatus de empleado público (Enders, 2000citado en García Calavia, 2015Slaughter y Cantwell, 2012), como ha ocurrido en Finlandia desde 2009 (Välimaa et al, 2014). Se posibilita así la flexibilización y precariedad laboral a través de la diversificación contractual, que ha aumentado el uso de contratos temporales de corta duración y, en algunos casos, la incorporación de personal sin contrato como en la Universidad de Trento (Steinthorsdottir et al, 2016, García Calavia, 2015.…”

Section: ¿Dos Caras De La Misma Moneda?unclassified

“…Incluso en países donde la crisis no ha tenido tanta repercusión, como en Suiza o Austria (Hollanders y Kanerva, 2015), un elevado número de personas 8 Por ejemplo, el gobierno finés prometió donar 500 millones de euros a la Universidad de Aalto (fusión de universidades como medida de racionalización económica), solo en caso de que esta consiguiera al menos 200 millones de euros del sector privado (Välimaa et al, 2014). en posiciones postdoctorales, financiadas mediante convocatorias competitivas externas, sostiene el peso del trabajo de investigación sin disfrutar de una carrera académica estable (Le Feuvre et al, 2015;Müller, 2014).…”

Section: ¿Dos Caras De La Misma Moneda?unclassified

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Neo-gerencialismo y austeridad en el contexto académico español y europeo. ¿Dos caras de la misma moneda?

Carpintero¹,

Ramos²

2018

Política Soc.

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Resumen. El personal académico viene afrontando situaciones de vulnerabilidad y precariedad en el contexto español y europeo. Por un lado, la situación de crisis proporciona una justificación a los recortes en financiación para ciencia y universidades; por otro, previamente a la crisis, la dinámica neo-gerencialista produce nuevas condiciones simbólicas y materiales basadas en la competitividad. Este artículo aporta evidencias sobre la situación laboral del profesorado universitario español considerando ambas dinámicas y las diferencias de género. En primer lugar, examinamos la dinámica neo-gerencialista y la dinámica de austeridad en el contexto académico europeo y español. En segundo lugar, mostramos la evolución numérica del profesorado en las universidades públicas españolas durante la última década mediante un análisis de fuentes secundarias distinguiendo por sexo y categorías laborales. Los resultados muestran el descenso del personal funcionario (mayormente hombres) y el incremento del personal laboral con anterioridad a la implementación de las medidas de austeridad. Por otra parte, persiste un elevado número de profesorado asociado que sostiene la carga docente de las universidades. El número de mujeres aumenta lentamente, estrechando la brecha de género en las etapas iniciales y medianas de las carreras académicas. En conclusión, las políticas de austeridad justifican y facilitan una rápida implementación del modelo neoliberal de ciencia en España.Abstract. Academic personnel face situations of vulnerability and precariousness in the Spanish and European context. On the one hand, the crisis situation provides justification to funding cutbacks in science and universities; on other hand, previous to the crisis, the dynamic of new-managerialism yields new symbolic and material conditions based on competitiveness. This paper provides evidences about the labour situation of the Spanish academic staff concerning both dynamics and gender differences. Firstly, we examine the new-managerialist dynamic and the austerity dynamic in the European and Spanish context. Secondly, we display quantitative evolution of the Spanish public universities during the last decade, using secondary data from databases distinguishing by sex and labour categories. The results show the decrease of civil servant personnel (mostly men) and the increase of labour personnel, before the implementation of austerity measures. Moreover, it remains a

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Section: ¿Dos Caras De La Misma Moneda?unclassified

Neo-gerencialismo y austeridad en el contexto académico español y europeo. ¿Dos caras de la misma moneda?

Carpintero¹,

Ramos²

2018

Política Soc.

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“…Typically higher education is funded (at least in part) from the public purse meaning that governments around the world are keen to use resources efficiently and have seen merger as a tool for reform in challenging times (Harman and Meek, ). As competition in the global higher education market intensifies, merger is increasingly seen by higher education institutions (HEIs) as a means to grow, be more visible and succeed in the global market for students, staff and funding (Välimaa et al , ).…”

Section: Introductionmentioning

confidence: 99%

“…times (Harman and Meek, 2002). 1 As competition in the global higher education market intensifies, merger 2 is increasingly seen by higher education institutions (HEIs) as a means to grow, be more visible and succeed in the global market for students, staff and funding (Välimaa et al, 2014).…”

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confidence: 99%

Dynamics of Inefficiency and Merger in English Higher Education From 1996/97 to 2008/9: A Comparison of Pre‐Merging, Post‐Merging and Non‐Merging Universities Using Bayesian Methods

Johnes

Tsionas

2018

The Manchester School

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This paper investigates inefficiency/merger dynamics in the English higher education sector from 1996–97 to 2008–9. Merging can lead to greater efficiency, and this is the motivation for encouraging merger in the English higher education sector in a period of austerity. But inefficiency can also contribute towards the decision to merge, meaning that the relationship is two‐way. Although there is literature on the effects of merging in higher education, the dynamics are typically not modelled. This paper examines the differences in efficiency between pre‐merging, post‐merging and non‐merging universities, and explores the evolution of the effects over time following the merger. We develop a dynamic model of inefficiency and merger the estimation of which relies on Bayesian techniques organized around the use of Markov chain Monte Carlo. We find that typically merger delivers efficiency gains in the first instance, but these plateau soon after merger. Moreover, there is a wide dispersion around mean efficiency and there is a substantial group of mergers where the probability of efficiency improvement is relatively low. The policy implication is that merging universities is not a universal solution to improving their efficiency.

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“…The main reforms in Finnish higher education system over the past decade have been an introduction of a more performance-based salary structure in 2005 (Jauhiainen, Jauhiainen & Laiho, 2009); the New Universities Act of 2010 devolved the university sector from government control and transformed civil-service employment relationships into contractual ones (Välimaa, 2012); institutional mergers have created four new universities since 2010 (Ursin, Aittola, Henderson & Välimaa, 2010;Välimaa, Aittola & Ursin, 2014); furthermore, a results-based funding formula was introduced in 2015. All of these reforms have promoted the implementation of neo-liberal and managerialist ideologies and practices into Finnish higher education (Rinne & Jauhiainen 2012).…”

Section: Introductionmentioning

confidence: 99%

Transforming finnish higher education: institutional mergers and conflicting academic identities

Ursin

2017

rie

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University Mergers in Finland: Mediating Global Competition

Abstract: University mergers have become a common strategy for increasing global competitiveness. In this chapter, the authors analyze the implementation of mergers in Finnish universities from the perspective of social justice as conceived within Finland and other Nordic countries.

Cited by 30 publications

References 34 publications

Neo-gerencialismo y austeridad en el contexto académico español y europeo. ¿Dos caras de la misma moneda?

Neo-gerencialismo y austeridad en el contexto académico español y europeo. ¿Dos caras de la misma moneda?

Dynamics of Inefficiency and Merger in English Higher Education From 1996/97 to 2008/9: A Comparison of Pre‐Merging, Post‐Merging and Non‐Merging Universities Using Bayesian Methods

Transforming finnish higher education: institutional mergers and conflicting academic identities

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