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International Journal of Educational Management

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Pre-print: the initial article submitted to the journal for consideration (prior to peer review)


Purpose - This study examines 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. Semi-structured interviews with open-ended questions were used, targeting key decisions makers, faculty and students that led or experienced the change process.

Findings - 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.

Originality/value - This study contributes to the literature by using a micro level approach to study an institutional merger by targeting the perception of key university constituencies, thereby providing in-depth analysis and a multidimensional outlook.


Leslie, H. J., Abu-Rahma, A. & Jaleel, B. (2018). In Retrospect: A Case of Merger in Higher Education. International Journal of Educational Management, 32(3), 382-395.