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Book part
Publication date: 28 June 2017

Staci Lynne Ripkey

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…

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.

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Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78714-436-1

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Content available
Book part
Publication date: 28 June 2017

Abstract

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78714-436-1

Content available
Book part
Publication date: 28 June 2017

Abstract

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78714-436-1

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