Investigating the Power Dynamics of University Consolidations and their Impact on Institutional Culture

• In Event: Roundtable Group 4
  In Refereed Roundtable Session: Centering student outcomes and institutional reforms

Proposal

Many have argued that colleges and universities need to make comprehensive pedagogical and organizational reforms to leverage resources, deliver more effective instruction, and meet the needs of a twenty-first century workforce (e.g., UNESCO, 2014). One increasingly common reform is the consolidation of two or more institutions of higher education for purported greater competitiveness and efficiency. For example, the European University Association (2019) reports approximately 130 university mergers and clusters since 2000. Within the United States, more than 100 mergers of two or more higher education institutions have occurred over the past two decades (Azziz et al., 2019).

Researchers have investigated various aspects of university consolidations, including their impact on financial savings, enrollment, alumni relations, and leadership roles. Less attention, however, has been paid to the impact of consolidation on the support staff and organizational culture of the institution. Of particular importance is library staff, as their work directly impacts the research, teaching, and service missions of a higher education institution.

Therefore, this presentation will describe findings from a phenomenological qualitative study investigating the effects of consolidation on the organizational culture of three U.S. university libraries. Semi-structured interviews were conducted through purposive sampling of twelve librarians working within the same university system where several institutions were consolidated during the previous eight years. The interviews were conducted via Zoom during Spring 2023. Transcripts were coded and categorized using thematic analysis. Member checking, journaling, and third-party data review were also employed to ensure trustworthiness. Data were analyzed through the lens of sensemaking theory, a process where individuals attempt to construct meaning and enact their roles within an organization through their evolving experiences (Ancona, 2011; Weick, 1995).

Three themes related to organizational culture arose from this research. First, substantial changes to promotion and tenure requirements occurred; hence, the librarians who hailed from institutions perceived as less prestigious were placed at a professional disadvantage. One participant from an institution perceived as “more prestigious” noted that colleagues from the less prestigious institution inevitably “struggled with the [new] requirements of tenure and promotion at a research university.” Second, consolidated libraries were pressured to significantly change their mission, values, and services to make “everything the same.” One participant noted such changes “corporatized librarianship.” Third, unequal power dynamics played a significant role in the cultural outcomes of the consolidations. Several of the participants stressed the importance of the less prestigious institution “having a seat at the table,” yet acknowledged such communication did not take place. Participants emphasized that “they are the experts in providing service at their institution(s);” therefore, it was important to “make sure [their] voices are heard,” instead of blindly accepting the policies and procedures of the more prestigious institution.

A primary takeaway - with implications for university consolidations across the globe - is that staff and faculty must unite against external threats to an institution’s culture which jeopardize equity and activities central to institutional missions. In future consolidations, staff and faculty may need to engage in active resistance to ensure their professional agency, identity, and expertise are respected.

Authors

• Melissa E Johnson, Augusta University

• Michael Lanford, University of North Georgia