ERIC Number: ED254142
Record Type: RIE
Publication Date: 1983-Apr-13
Reference Count: 0
The Organizational and Human Implications of Merger.
Cannon, Joan B.
Four types of interinstitutional arrangements in higher education are described, and research results on one type (merger) are presented. A continuum of cooperative endeavors are considered: voluntary cooperative agreements, formalized consortiums, federations, mergers, and closings. The objective of the research was to determine conditions leading to a particular merger and the effects of the merger on the perceptions, attitudes, and experiences of the faculty and administrators of the two public institutions involved. In addition to reviewing documents and observing college staff, questionnaire responses were obtained before and after the merger from 130 faculty members and 30 administrators of the two institutions. While both schools favored merger, each institution was concerned about its future role in the merged organization. One feature of the pre- and post-merger environment was organizational ambiguity. Delay in resolving ambiguities and inequities negatively affected members of the "acquired" or "less dominant" college, resulting in dissatisfaction with the merger and with their jobs, anxiety, and role tension. A conceptual model of the stages of the merger process is outlined, with attention to objective realities, subjective perceptions, psychological responses, and organizational and individual consequences. (SW)
Publication Type: Reports - Research; Speeches/Meeting Papers
Education Level: N/A
Authoring Institution: N/A
Identifiers: Public Colleges
Note: Paper presented at the Annual Meeting of the American Educational Research Association (Montreal, Quebec, Canada, April 11-15, 1983).