“University mergers in Europe” is the second thematic report published by EUA as part of the DEFINE project. DEFINE explores strategies for efficient funding of universities in Europe, looking in particular at excellence initiatives, university mergers and performance-based funding mechanisms.
University mergers in Europe - The University of Strasbourg
The University of Strasbourg was officially founded on 1 January 2009, after about three years of preparation once the decision to merge had been taken in 2006. The merger was primarily a project owned by the institutions themselves, in a context where the public authorities fostered clustering in the sector. The institutions involved took advantage of the reform of the regulatory framework initiated in 2007 by choosing to be part of the first round of universities entrusted with ‘enlarged responsibilities’ (notably as regards staffing autonomy and budget management).
The main driver behind the process was the willingness to improve the international attractiveness of a stronger, more visible institution with critical mass and comprehensive academic offer.
The process was steered by the leaders of the three merging institutions and managed and supported by an operational project leader and a coordination team. The structure also included a series of inter-institutional thematic committees and working groups within each institution. External consultants were invited to provide advice on the design and implementation of the new organisational structure. The European University Association accompanied the change process and subsequently carried out an audit of the merger.

Success factors
- Common vision of the leadership
- Favourable political and regulatory developments (autonomy reform; “operation campus”)
- Geographical coherence (same campus)
- No significant overlap in the academic offer
- Common history of the three partners

Challenges
- Limited human resources and significant additional workload for involved staff
- Change management methodologies not proportional to the ambition of change
- Change of leadership teams during the preparation process
- Diversity in the governance and administration profiles of the three partners
- Heterogeneous academic traditions and institutional cultures
- Pioneering merger process in France: no ‘best practices’ available. Download the report “University mergers in Europe”. More...

“University mergers in Europe” is the second thematic report published by EUA as part of the DEFINE project. DEFINE explores strategies for efficient funding of universities in Europe, looking in particular at excellence initiatives, university mergers and performance-based funding mechanisms.
University mergers in Europe - Governance
The analysis of various merger cases shows that the steering of the process is most frequently placed directly under the joint leadership of the merging institutions, often with the support of the corresponding senior management team. At the operational level, a taskforce or merger project team is generally put in place at an early point to map out how the merger will be implemented, and reports to the leadership. This team coordinates the work and feedback of a series of usually thematic working groups organised at inter-institutional level and within the institutions themselves. The establishment of shadow structures is also a frequent feature in the process (bodies that do the work of existing institutions in the form of the newly merged university). Download the report “University mergers in Europe”. More...

“University mergers in Europe” is the second thematic report published by EUA as part of the DEFINE project. DEFINE explores strategies for efficient funding of universities in Europe, looking in particular at excellence initiatives, university mergers and performance-based funding mechanisms.
University mergers in Europe - Recommendations
It must first be noted that the variety of initiatives that may be considered under the umbrella term of “merger and concentration processes” is vast. For a comprehensive view of the range of initiatives that have been undertaken in European universities, EUA will launch a pilot merger mapping tool in 2015. Despite the apparent diversity, however, university leaders and practitioners involved in the DEFINE study widely shared the belief that there was more commonality than divergence. Therefore, the potential for transferable learning is considerable. Taking as their basis the previous sections which explored the process of merging from the perspective of university leaders and practitioners, the following recommendations bring together the key points to take into account when considering a merger process. Download the report “University mergers in Europe”. More...

“University mergers in Europe” is the second thematic report published by EUA as part of the DEFINE project. DEFINE explores strategies for efficient funding of universities in Europe, looking in particular at excellence initiatives, university mergers and performance-based funding mechanisms.
University mergers in Europe - Involving students
To summarise, there are a wide number of important considerations to take on board when planning and implementing a merger, whether horizontal or vertical. Among these, shaping administrative and organisational structures in a way that facilitates (rather than disrupts) the academic mission is key. The process can be likened to the performance of an orchestra: in order to create harmony, it is necessary to have participation of all parties, a transparent leadership, clear communication and the commitment of the entire organisation. Download the report “University mergers in Europe”. More...

“University mergers in Europe” is the second thematic report published by EUA as part of the DEFINE project. DEFINE explores strategies for efficient funding of universities in Europe, looking in particular at excellence initiatives, university mergers and performance-based funding mechanisms.
University mergers in Europe - Communication
Communicating a positive image of the merger and the change that it entails is essential for securing the buy-in of staff and students. This helps to create the new institutional identity that staff and students will start to call their own. Indeed, it is a widely held view that old institutional identities cannot be removed or deconstructed; rather, a new, positive brand must be established that will sooner or later take precedence over the old universities in people’s minds. A well communicated mission is an essential complement to this; an innovative and inspirational mission for the merged institution was seen as being of vital importance. Download the report “University mergers in Europe”. More...

“University mergers in Europe” is the second thematic report published by EUA as part of the DEFINE project. DEFINE explores strategies for efficient funding of universities in Europe, looking in particular at excellence initiatives, university mergers and performance-based funding mechanisms.
University mergers in Europe - Planning and management
Process change was highlighted as a very important aspect at the implementation stage. In horizontal mergers, this should involve taking best practices from all merging institutions, rather than imposing change in a unilateral fashion. The same principle should apply for vertical mergers and the larger institution should be ready to consider good practice from smaller partners. However the dynamics of this question differ from horizontal mergers, with the need for new processes to fit with those in place at the larger institution. In all contexts, there should be a clear project management strategy in place supporting change transversally. Download the report “University mergers in Europe”. More...