Volume 2, Number 2


Change management insights from a higher education merger
Anstey, M., Venter, D. and Wannenburg, I.

This article examines the South African government’s drive to restructure higher education institutions from the perspective of employees in one merged institution. Employees were asked to evaluate the outcome and the management of the process. The results reflect a low positive evaluation of the outcome, and offer some useful insights into the management of merger processes. Employees doubted the efficacy and urgency of the process with implications for mobilisation of support. The design of the merger process created problems of leadership and communication with employees. However the survey also indicated that there was still room to motivate employees in the ‘post-combination’ phase and that this is the critical period for merged organisations.

Keywords: higher education, merger, leadership, management, organisational change