Higher learning institution merger and perceived conflict governance strategies

Thomas E. B. Assan ORCID logo, Antoine Mulaba, Mubanga Mpundu ORCID logo



The Department of Higher Education and Training (DHET), along with the representative body, the Higher Education South Africa (HESA, now known as Universities South Africa), have indicated that South Africa has reached a critical juncture in the governance of higher education, a belated moment of truth – even if it’s precise nature remains to be clarified. The study examined specific variables which include the nature and scope of corporate governance, the factors which influence effective and sustainable corporate governance as well as the strategies to enhance sustainable corporate governance environment in a Merged University. A mixed method was used and data were collected using questionnaire and interview instruments. The sample was made up of 120 randomly selected staff and students. The study found that even though there were positive aspects of the current governance system, the pendulum swayed towards the majority who felt that the governance system in place was not responsive enough and does not communicate as well as embrace all stakeholders. The study showed that as the demand for higher education continues to grow and as governments acknowledge their role in promoting economic development, it becomes increasingly important to ensure higher education systems are managed in an effective way.

Keywords: Corporate Governance, Economic Development, Higher Education, Merger, Stakeholders

Authors’ individual contributions: Conceptualization – T.E.B.A. and A.M.; Methodology – T.E.B.A. and M.M.; Investigation – T.E.B.A. and A.M.; Writing – Original Draft – T.E.B.A., A.M., and M.M.; Writing – Review & Editing – M.M.; Supervision – T.E.B.A. and A.M.

Declaration of conflicting interests: The Authors declare that there is no conflict of interest.

JEL Classification: I23, M14

Received: 07.05.2020
Accepted: 13.07.2020
Published online: 15.07.2020

How to cite this paper: Assan, T. E. B., Mulaba, A., & Mpundu, M. (2020). Higher learning institution merger and perceived conflict governance strategies. Corporate & Business Strategy Review, 1(2), 26-32. https://doi.org/10.22495/cbsrv1i2art2

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