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STRATEGIC MERGERS OF UNIVERSITIES
Abstract
The merger processes in relation to universities have different objectives than processes characteristic of business sectors. One of the key objectives of the university is usually to increase the scientific or didactic effectiveness as a result of the merger. This is connected with the mechanism of "critical mass" and the progressive globalization of the science and higher education sectors. The larger scale of research and didactics resulting from the potential combination should provide better scientific results in the long term. However, as in the case of mergers in business sectors, as a result, anomalies often appear, which limit or eliminate the planned synergy effect, and even destabilize the university. The fundamental goal of many university mergers is also to increase its recognition in the world and in the country, which is achieved to a large extent through promotion and position in major international and national rankings. It is assumed that mergers will bring long-term benefits to entire institutions and entities. There may be institutions not only larger, but also more comprehensive, which will offer more attractive and diverse programs, as well as services for students, which means that the latter have more choice. Mergers are also associated with greater flexibility, with savings and increased efficiency, of course only if the conditions for successful implementation of consolidation are met. The article presents the essence of strategic management of the university and the strategic importance of university mergers. The aim of the article is to analyze the complexity of factors affecting the university merger process and to identify key factors for the success of these mergers. The research methodology in the article was based on the analysis of the subject literature and comparative studies of university mergers (case study).
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