Abstract
Much research has been undertaken to investigate the cultural, structural and, to some extent, the economic effects of mergers in higher education. However, surprisingly little research has been done on why higher education institutions decide to merge. This article identifies and discusses a number of structural factors that may play a role when reaching a merger agreement. By drawing on a series of merger initiatives in Norwegian higher education, the article shows that merger processes involving more than two institutions dramatically reduces the chances of reaching a merger decision, and that a number of other factors may also play a negative role. The article concludes by reflecting upon the complex conditions surrounding strategic merger processes, and by identifying some practical implications for institutions involved in merger processes.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
References
Bogan, V., & Just, D. (2009). What drives merger decision-making behaviour? Don’t seek, don’t find, and don’t change your mind. Journal of Economic Behavior & Organization, 72, 930–943.
Bower, J. L. (2001). Not all M & As are alike and that matters. Harvard Business Review, 79, 92–101.
Cartwright, S., & Schoenberg, R. (2006). 30 years of mergers and acquisitions research: Recent advances and future opportunities. British Journal of Management, 17, s1-s5.
Eastman, J., & Lang, D. (2001). Mergers in higher education: Lessons from theory and experience. Toronto: University of Toronto Press.
Geertz, C. (1983). Local knowledge. New York, NY: Basic Books.
Goedegebuure, L. (1992). Mergers in higher education: A comparative perspective. Utrecht: Lemma.
Harman, G. (2000). Institutional mergers in Australian higher education. Higher Education Quarterly, 54, 343–366.
Harman, G., & Harman, K. (2003). Institutional mergers in higher education: Lessons from international experience. Tertiary Education and Management, 9, 29–44.
Harman, G., & Harman, K. (2008). Strategic mergers of strong institutions to enhance competitive advantage. Higher Education Policy, 21, 99–121.
Kyvik, S. (2004). Structural changes in higher education systems in Western Europe. Higher Education in Europe, 29, 393–409.
Kyvik, S. (2009). The dynamics of change in higher education: Expansion and contraction in an organisational field. Dordrecht: Springer.
Lang, D. (2003). The future of merger: What do we want mergers to do? Efficiency or diversity? Canadian Journal of Higher Education, 23, 19–46.
Norga°rd, J. D., & Skodvin, O. J. (2002). The importance of geography and culture in mergers: A Norwegian institutional case study. Higher Education, 44, 73–90.
Rowland, G. (1997). Mergers in higher education: A strategic analysis. Higher Education Quarterly, 51, 251–263.
Skodvin, O. J. (1999). Mergers in higher education: Success or failure? Tertiary Education and Management, 5, 65–80.
Skodvin, O. J., & Stensaker, B. (1998). Innovation through merging? Higher Education Management, 10, 73–86.
Stensaker, B. (2004). The transformation of organizational identities. Enschede: University of Twente.
Stephenson, S. S. (2011). Discursive “policy logics” of mergers in US higher education: Strategy or tragedy? Tertiary Education and Management, 17, 117–137.
Ursin, J., Aittola, H., Henderson, C., & Välimaa, J. (2010). Is education getting lost in university mergers? Tertiary Education and Management, 16, 327–340.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Kyvik, S., Stensaker, B. Factors Affecting the Decision to Merge: The case of strategic mergers in Norwegian higher education. Tert Educ Manag 19, 323–337 (2013). https://doi.org/10.1080/13583883.2013.805424
Received:
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1080/13583883.2013.805424