STAKEHOLDERS’ PERCEPTIONS OF THE POSTMERGER CONSOLIDATION PHASE IN A MERGED HIGHER EDUCATION INSTITUTION IN SOUTH AFRICA

This article determined perceptions and reactions of stakeholders in a South African comprehensive university (CU) while undergoing restructuring. As part of its restructuring, the CU abandoned the unitary governance model it had adopted when it merged and opted for a new governance model, the divisional governance and management (DGM) model. The higher education institution (HEI) under study was formed through a merger of two former technikons and one traditional university in 2005. The further restructuring was an attempt to consolidate the problematic merger and expedite achieving the objectives of the National Plan for Higher Education (NPHE). Using a single case study design, data were collected through face-to-face, semi-structured in-depth interviews, document analysis and observation. A sample of thirty-nine (39) respondents was purposively selected for data collection. Stakeholders’ perceptions towards the HEI’s restructuring were found to be both positive and negative. Positive issues associated with the change in the merged institution were mentioned less frequently than negative ones. Respondents emphasized the fact that the DGM was a good model if it could be implemented properly. The study provided some recommendations to address the negative perceptions identified by the study.