Student perceptions of organizational cultures and identities in a university merger: A case study of New York University and Polytechnic University of New York

One way organizations strategically manage change, and inspire innovation, is through joint arrangements with other institutions such as those formed into alliances, partnerships, joint ventures or mergers. While much research is devoted to merger processes and organizational outcomes, little research has been performed on the human aspect of such alliances, particularly when they occur between institutions of higher education. When higher education institutions announce that they will merge, stakeholders often develop perceptions of the proposed organization based on their knowledge of and affinity for the institution. These perceptions can have a major impact on the process of the merger and the ultimate success or failure of the surviving institution. The expectation of stakeholder perceptions can alter the organizational culture and identity of each institution the very activities that help differentiate institutions. In 2007, two universities in New York City announced their intention to merge. These institutions, New York University and the Polytechnic University of New York, are hoping that by joining together they will bring great synergistic opportunities for the enhancement and expansion of their educational activities. While there are similarities between the schools, and a merger would create new academic and research opportunities, there are differences that present challenges for the merger. This study attempts to answer the following questions: What are student perceptions of the cultures and identities of New York University? What are student perceptions of the cultures and identities of Polytechnic University of New York?, and, What do students of New York University and Polytechnic University of New York perceive as the impact of the announced merger between their institutions on their respective institution's culture and identity? The answer to these questions may aid future architects of higher education mergers to plan accordingly to ensure merger success. For both New York University and Polytechnic University, the findings provide specific feedback from students who are rarely involved in the merger process. This feedback informs decisions as the institutions develop their integration plans.