“…Analysing the complementarity of organizational changes in the educational sphere, in particular, during the merger of universities, some authors point out the importance of analysing the complementarity of changes in informal institutions (see Harman & Harman, 2003). Usually, higher education institutions combined as the adaptively complex systems must be complementary not only in terms of target quantitative indicators, but also in the context of their missions, organizational cultures and behavioural patterns (Harman & Harman, 2003;Volchik, 2016;Lazányi et al, 2017;Kriaa & Bouhari, 2018). Thus, it is necessary to take into account the complementarity of not only changes in formal institutions, but also informal ones, since it is in them that potential conflicts of interest are inherent (Alesina & Giuliano, 2015).…”