In Retrospect: A Case of Merger in Higher Education

Autor/inn/en	Leslie, Heather; Abu-Rahma, Ali; Jaleel, Bushra
Titel	In Retrospect: A Case of Merger in Higher Education
Quelle	In: International Journal of Educational Management, 32 (2018) 3, S.382-395 (14 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0951-354X
DOI	10.1108/IJEM-03-2017-0077
Schlagwörter	Universities; Organizational Change; Resistance to Change; Qualitative Research; Semi Structured Interviews; College Faculty; Teacher Attitudes; Administrator Attitudes; College Students; Student Attitudes; Online Surveys; Program Implementation; Case Studies; Organizational Objectives; Private Colleges; Content Analysis; Barriers; Centralization + Suchen Sie Ihr Suchwort? University; Universität; Organisationswandel; Qualitative Forschung; Fakultät; Lehrerverhalten; Collegestudent; Schülerverhalten; Case study; Fallstudie; Case Study; Business goal; Unternehmensziel; Privathochschule; Inhaltsanalyse; Centralisation; Zentralisierung
Abstract	Purpose: The purpose of this paper is to examine the merger of two distinct higher education institutions. The change process was studied from the perspective of multiple stakeholders, and its major outcomes were evaluated in terms of various dimensions of success. Design/methodology/approach: The study uses a qualitative research design. For the purpose of data collection, semi-structured interviews with open-ended questions were used, targeting key decisions makers that led the change process. Additionally, university constituents, comprising students, faculty, and staff who were present during the merger, were invited to participate in an online survey. Findings: Findings indicate that, although the merger deal appeared good on paper, it was not executed as well as it could have been, and the aftermath yielded lower than expected returns. The systems were not integrated properly, and cultural elements were overlooked, resulting in an anomic organizational environment, in place of what should have been a more cohesive academic community. The study establishes that institutions considering a merger should ensure that effective leadership is put in place to manage the implementation and that the cultures and identities are addressed and integrated as early as possible. Research limitations/implications: Although the findings of this study are limited to the case of one university, it forms an illustrative example for other institutions that are undergoing or considering major change. Recommendations are given to avoid the pitfalls of merger in areas such as integration, identity and, leadership. Originality/value: Contemporary research establishes mergers as one of the most crucial change processes a university goes through. This study contributes to the literature by using a micro-level approach to study an institutional merger and targeting the perception of key university constituencies, thereby providing in-depth analysis and a multidimensional outlook. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01