This chapter examines a case study of inter-institutional merger in higher education, and explores the complex challenges institutional leaders may face in pursuing a merger process within a university setting where centuries-old tradition frames the context within which new innovations occur. Using the conceptual lens of organizational ambidexterity, findings uncover seven distinct phases of this merger process and propose a pre-merger Affiliation period as a strategy for establishing trust and mutual respect, aligning institutional cultures, and achieving balance between innovation and preservation in order to achieve full merged status. The chapter concludes with implications for theory and opportunities for practice.
Ripkey, S.L. (2017), "Organizational Change and Ambidexterity in Higher Education: A Case Study of Institutional Merger", Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 25), Emerald Publishing Limited, Bingley, pp. 285-317. https://doi.org/10.1108/S0897-301620170000025008
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