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Individual experiences of a merger : the REM-theory

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dc.contributor.author Goldman, Geoff A.
dc.date.accessioned 2012-07-24T09:57:15Z
dc.date.available 2012-07-24T09:57:15Z
dc.date.issued 2009
dc.identifier.citation 2nd International UJ Faculty of Management Conference, Johannesburg, 11-13 March 2009 en_US
dc.identifier.isbn 978-0-86970-661-9
dc.identifier.uri http://hdl.handle.net/10210/5271
dc.description.abstract The University of Johannesburg (UJ) merger is typical of transformation in South African Higher Education. This merger does not conform to the "norm"; as it is ideologically motivated and thus the ideal base to study individual experiences of large scale change. Following a qualitative, grounded theory approach, 40 academic employees from UJ were interviewed. Findings indicate that academic staff relay their experiences and perceptions of the merger in three discernable time-frames, each with its own dynamic. Collectively, these time-frames constitute the Reflective Experience of Mergers (REM) theory, which examines how merger experiences of academic staff shape their perceptions of and attitudes toward the merger over time. The REM-theory reiterates the temporal nature of change; its effect on the emotional and psychological well-being of individuals and the role of leadership during a merger. en_US
dc.language.iso en en_US
dc.publisher University of Johannesburg en_US
dc.subject University of Johannesburg merger en_US
dc.subject Reflective Experience of Mergers theory en_US
dc.subject Mergers of universities and colleges en_US
dc.title Individual experiences of a merger : the REM-theory en_US
dc.type Article en_US

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