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A case study of a merger in Chinese higher education: The motives, processes, and outcomes
ARTICLE

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International Journal of Educational Development Volume 27, Number 6 ISSN 0738-0593 Publisher: Elsevier Ltd

Abstract

This paper examines an institutional merger taking place in Chinese higher education beginning from 1994. Using the case study method, the paper examines the pre-merger planning, the post-merger integration process, and the outcomes of the merger. The paper argues that a number of major external and internal factors have led to the decision to merge. The planning and implementation of the merger was largely a top-down process and subject to political intervention. One of the most prominent issues identified in this case is the difficulty of building a unified identity for the new institution as was reflected in the controversies and fights about the name of the new institution. The case studied provides a good example and valuable lessons to higher education institutions considering merger or other forms of organizational change.

Citation

Wan, Y. & Peterson, M.W. A case study of a merger in Chinese higher education: The motives, processes, and outcomes. International Journal of Educational Development, 27(6), 683-696. Elsevier Ltd. Retrieved June 1, 2020 from .

This record was imported from International Journal of Educational Development on January 28, 2019. International Journal of Educational Development is a publication of Elsevier.

Full text is availabe on Science Direct: http://dx.doi.org/10.1016/j.ijedudev.2006.07.007

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