TY  - CHAP
AB  - 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.
VL  - 25
SN  - 978-1-78714-436-1, 978-1-78714-435-4/0897-3016
DO  - 10.1108/S0897-301620170000025008
UR  - https://doi.org/10.1108/S0897-301620170000025008
AU  - Ripkey Staci Lynne
PY  - 2017
Y1  - 2017/01/01
TI  - Organizational Change and Ambidexterity in Higher Education: A Case Study of Institutional Merger
T2  - Research in Organizational Change and Development
T3  - Research in Organizational Change and Development
PB  - Emerald Publishing Limited
SP  - 285
EP  - 317
Y2  - 2024/04/20
ER  -