n South African Journal of Economic and Management Sciences - The challenge to reposition three divergent higher education institutions as a new comprehensive institution




This study was designed to assist three higher education institutions that were forced into a merger to develop an identity, based on the unknown. A new type of organisation needs to be constructed in a changing environment. The paper presents the results of a survey of 654 stakeholders who were asked to indicate whether they associate any of the institutions with a list of 19 statements. The results are presented in a perceptual map to facilitate decision making. It depicts the merger partners as very different. This was confirmed by what the respective names triggered in respondents' minds. The findings suggest issues management needs to address during the post-merger procedural integration to create and communicate value, through combined synergies, and to avoid some of the possible negative consequences of mergers.


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