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Organizational Change and Ambidexterity in Higher Education: A Case Study of Institutional Merger

Research in Organizational Change and Development

ISBN: 978-1-78714-436-1, eISBN: 978-1-78714-435-4

ISSN: 0897-3016

Publication date: 28 June 2017

Abstract

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.

Keywords

Citation

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

Publisher

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Emerald Publishing Limited

Copyright © 2017 Emerald Publishing Limited