Changes in the Organizational Culture of the University in Mergers and Acquisitions

Abstract

Mergers and acquisitions of public universities are an issue that is completely in line with the spirit of new public management. The transfer and adaptation of M&A concepts and methods to public activities arise from the logic of the new public management approach. The cultures of public universities in merger processes should go through the process of amalgamation, but real integration or even hybridization of culture usually requires more time than the management aspects of consolidation. A good illustration of these are European universities: Aalto University, Linnaeus University, Universite Grenoble Alpes. The aim of this article is to identify the key changes in the organizational culture of the university in mergers and acquisitions. The article discusses the complexity of the organizational culture of the university in the consolidation process. The research methodology was based on qualitative research - case studies of universities in Europe.