Institutional culture of mergers and alliances in South Africa

Hall, MJ

Abstract

South Africa’s extensive set of higher education mergers were implemented between 2002 and 2005. While there has not been a systematic evaluation of this merger process, that created 11 new institutions from 26 merger partners and affected 62 % of the South African higher education system (in terms of current student registrations), a full set of independent and rigorous quality assurance reports provide the basis for evaluating the consequences of the policy. These institutional audits suggest three broad types of outcome: mergers that have resulted in well functioning new institutions, failed mergers, and a set of new universities that are still responding to the consequences of merger. Finally, the publication of South Africa’s new National Development Plan in 2012 and a new analysis of student access and success across the country’s public higher education system as a whole, completed in 2013, allow an assessment of the degree to which the objectives of the 2002 merger plan have been achieved.

Citation

Hall, M. (2015). Institutional culture of mergers and alliances in South Africa. In Mergers and Alliances in Higher Education (145-173). Springer. https://doi.org/10.1007/978-3-319-13135-1_8

• Publication Date: Jan 1, 2015
• Deposit Date: Nov 8, 2016
• Publisher: Springer
• Pages: 145-173
• Book Title: Mergers and Alliances in Higher Education
• ISBN: 9783319131344
• DOI: https://doi.org/10.1007/978-3-319-13135-1_8
• Publisher URL: http://dx.doi.org/10.1007/978-3-319-13135-1_8