Mergers in higher education
It's not easy. Merger of two disparate institutions and the impact on faculty research productivity
Bibliographic Data
| ID | 4096787 |
|---|---|
| Authors | Catherine P Slade (0000-0002-0104-2144, Augusta University, corresponding author), Saundra Ribando (Augusta University), Saundra J Ribando (Augusta University), C Kevin Fortner (0000-0002-1910-4972, Georgia State University), Kristin V Walker (Augusta University) |
| Year | 2022 |
| Volume | 47 |
| Issue | 6 |
| Pages | 1215-1226 |
| Publication date | 2022-06-03 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Studies in Higher Education (JOURNAL) |
| Journal identifiers | ISSN: 0307-5079 • E-ISSN: 1470-174X |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/03075079.2020.1870948 |
| OpenAlex | W3121114667 |
| Language | EN |
| Citations received | 5 |
| References cited | 49 |
Despite the growing popularity of mergers in higher education, limited research examines their sociocultural impact on faculty which is arguably a university’s most valuable resource. This paper examines a merger of disparate institutions in the University System of Georgia (USG) and presents faculty research productivity results over time, given that increased research presence for the merged university was a goal for the merger. A sociocultural based quantitative methods approach was used to explore faculty research efforts and productivity in the merged university. Surveys of faculty were conducted three times over five years post-merger. Research effort and productivity were analysed. The findings suggest that merging two disparate institutions to expand the primary mission of the higher status legacy institution, in this case research and scholarship, requires greater attention to cultural differences between the legacy institutions to the merger. The merged university experienced a consistent reduction in research following the merger, with the most pronounced productivity decline university-wide by year five. With this research, we provide guidance for administrators of higher education institutions and policy makers considering university mergers as a means to encourage research, among other priorities
Business · Economic growth · Economics · Higher education · Institution · Institutional research · Political science · Popularity · Productivity · Public relations · Scholarship · Social science · Sociocultural evolution · Sociology · Higher Education Governance and Development · Higher Education Research Studies · Marketing
Merger decisions, their characteristics, and accounting performance
Mergers in Norwegian higher education
University Umbrella Structures
Morphology of mergers and their impact on performance and accounting metrics in HEIs
Exploring academic staff engagement in a time of crisis and change through the lens of a multilevel job demand-resources analysis
Does Turnover Intention Matter? Evaluating the Usefulness of Turnover Intention Rate as a Predictor of Actual Turnover Rate
Affective and continuance commitment to the organization
Linear versus logistic regression when the dependent variable is a dichotomy
Response Rates in Organizational Science, 1995–2008
Occupational stress in universities
A model for the effects of job insecurity on performance, turnover intention, and absenteeism
Identification During Imposed Change
Journal of higher education
The Relation between Research Productivity and Teaching Effectiveness
Faculty Rank System, Research Motivation, and Faculty Research Productivity
Stressing Out
Faculty Research Productivity
One size does not fit all
Research productivity and its policy implications in higher education institutions
The worst of times? A tale of two higher education institutions in France
An output perspective on the teaching-research nexus
| Unique citing works | 5 |
|---|---|
| Citations per year | 1,25 |
| Citation span | 2022 - 2026 (5) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 5 |