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Lang, Daniel W. – Canadian Journal of Higher Education, 2022
When the Carnegie Foundation was established in 1905, universities in Canada and Newfoundland were eligible for grants, on strict conditions that were seen by some as "colonial," "continentalist," or "imperial" intrusions on autonomy; for example, a Carnegie plan to create a federation of Maritime universities. This…
Descriptors: Foreign Countries, Universities, Philanthropic Foundations, Retirement Benefits
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Lang, Daniel W. – Canadian Journal of Higher Education, 2016
Two major developments in the financial management of higher education have occurred more or less contemporaneously: incentive or performance funding on the part of government and incentive-based budgeting on the part of institutions. Both are based on fiscal incentives. Despite their several inherent and interconnected similarities, incentive…
Descriptors: Incentives, Financial Support, Budgeting, Educational Finance
Lang, Daniel W. – Canadian Journal of Higher Education, 2005
Can all the universities that claim to be "world-class" actually live up to the claim? If they could, would that be desirable public policy? It could be that there are so many different meanings of "world-class" that the term in practical effect is an oxymoron: the definition of "world" is determined locally when conceptually it should be defined…
Descriptors: Public Policy, Educational Quality, Academic Achievement, Productivity
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Lang, Katherine E.; Lang, Daniel W. – Canadian Journal of Higher Education, 2002
Combines two studies, from institutional and student perspectives, to determine the role played by special interest group membership in college admissions. Findings indicate how and why special interest group selection works, and show that it is widely used. Findings also indicate that although applicants are aware of the process, their perception…
Descriptors: Admission Criteria, College Admission, Group Membership, Higher Education
Lang, Daniel W. – Canadian Journal of Higher Education, 2003
Mergers have been a frequent phenomenon in higher education in the last quarter century. The conventional wisdom is that mergers are undertaken mainly for economic reasons, either to expand markets or to reduce costs. About four out of five college or university mergers survive. In the for-profit sector the comparable rate is closer to two out of…
Descriptors: Organizational Change, Higher Education, Postsecondary Education, Competition