Common variables that can be isolated to explain mergers of academic units within universities were investigated, along with variables associated with the potential and actual benefits of the mergers as perceived by faculty and administrators. Central tendencies were used to compute the similarities and differences in the external and internal environmental conditions before and after the mergers. The external conditions were defined as exogenous variables beyond the direct control of the university administrators and consisted of student demand for programs and directives from governing/coordinating boards. Internal variables were controllable by the administration. Similarities in the political and educational conditions prior to the mergers were found. The single most common impetus for merger was the economic condition of the units. The process of merger was similar among the participating institutions, and the mergers resulted in a more centralized decision-making structure. Differences in the perceptions of faculty and administrators occurred for the actual benefits of merger on degree programs; the potential and actual benefits of merger on student demand, the actual benefits to personnel, and the potential and actual benefits of political factors. (Author/SW)