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

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.