A University Reinvents Itself: A Case Study for Understanding Strategic Mergers and Integration Between Academic Institutions

Abstract

The present research takes a case study approach to understanding the academic merger process by analyzing the 2009 merger between Baltimore Hebrew University (BHU) and Towson University (TU). Based upon the interviews with fifteen stakeholders involved in the BHU / TU merger, we detail the sequence of events from their point of view, and consider how this sequence applies to the stages of the methodological process of mergers within an academic context. Factors that eventually led to successful implementation of the BHU / TU merger include a commitment of senior management, trust, transparency, giving up of ego and resources, communication between all parties, and mobilization. Analysis of the BHU / TU merger suggests that the process that led to successful integration of the two institutions implicitly followed the methodological steps outlined in the academic literature on mergers. Results highlight the stages of the merger implementation process: identifying the problems; analyzing the constraints and alternatives; choosing the optimal alternative; and implementing the merger. The conclusion of our research demonstrates that the goals set at the beginning of the process were met, as a result of documenting and following up the practical actions of the merger process.

Baltimore Hebrew Institute Collection: A Jewish Studies Library Re-imaged

“…The desire for BHU to retain a strong identity of its own may account for the decision to partner with an institution that would maintain its integrity rather than merge it with an existing school. Counted among the merits of BHU's eventual choice were preservation of its uniqueness as well as the professional and technical ability to house and maintain the library's specialized materials (Bor and Ketko 2019).…”

“…The merger of BHU and TU is an example of a vertical merger, which Pruvot et al (2015) define as a merger of a large academic institution with a small, specialized one. Planning and implementing the TU/BHU merger and the myriad steps taken to maximize the likelihood of success have already been described (Bor and Ketko 2019). This paper focuses on the efforts to preserve the cultural identity of BHU's collection after it was absorbed into a much larger library.…”

Mergers and acquisitions in higher education: experiences of senior leaders

“…Executive and senior management must work to promote a level of commitment and transparency in an effort to ensure the merger's success (Bor & Ketko, 2019). This vision of the new institution and commitment to the steps necessary to reach the stated goal cannot reside only in executive offices, but instead must be shared throughout all levels of the organization.…”

“…Strong leadership through the merger process, in addition to appreciation of the cultural differences, has been demonstrated to be an important factor in producing a successful merger (Harman & Harman, 2003;Kyvik & Stensaker, 2013). As noted by Bor and Ketko (2019), the establishment of a systematic, ordered, and consistent implementation process is an important criterion for merger success. The number of details involved in a merger and the overall complexity of blending two or more institutions into one can make this an extremely complex and difficult process.…”

“…The number of details involved in a merger and the overall complexity of blending two or more institutions into one can make this an extremely complex and difficult process. In addition, senior management commitment, transparency, and prioritization of institutional needs over personal interests are among the key components representing successful merger leadership qualities (Bor & Ketko, 2019).…”