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| 說明 | 211 p |
| 附註 | Source: Dissertation Abstracts International, Volume: 51-11, Section: A, page: 3568 |
| Thesis (Ph.D.)--State University of New York at Albany, 1990 |
| This research examines the resultant effects of academic department mergers on management effectiveness and organizational culture using an organizational culture perspective. Organizational culture is increasingly invoked by organizational theorists as an explanatory mechanism for a broad range of organizational data. This study provides further evidence of the utility of that perspective in general and especially for the study of mergers |
| The study is based on a purposive sample of academic departments that underwent mergers during the 1980s. The eighteen post-merger departments included in this study represent eleven universities located in nine U.S. states. We address 21 hypotheses related to major causes and environmental conditions that lead to department mergers and four acculturation types--assimilation, separation, integration, and deculturation. University politics is found to be the most frequently cited cause for merger. The most common forms of acculturation in academic department mergers are separation and integration, respectively, which together account for 82 percent of the respondents in this study |
| The most obvious conclusion that emerges in this study is that most mergers do not produce improvements in organizational effectiveness or substantial changes in organizational culture. The effects of factors related to strategic and financial fit on mergers are strongly moderated by the effects of factors related to cultural fit |
| School code: 0668 |
| 主題 | Education, Administration |
| Political Science, Public Administration |
| 0514 |
| 0617 |
