Combining Large Public Sector Institutions: The Case of Health Sciences Higher Education in New Jersey

35 Pages Posted: 25 Apr 2019

See all articles by Doug Miller

Doug Miller

Rutgers Business School - Newark and New Brunswick

Cynthia Golembeski

Rutgers School of Public Affairs & Administration/School of Law

Date Written: March 26, 2019

Abstract

Mergers between universities, academic health care organizations, or other large, public institutions often fail to meet expectations. Nevertheless, the state government of New Jersey decided in 2012 to combine most of the University of Medicine and Dentistry of New Jersey with Rutgers, The State University of New Jersey. This integration of two complex organizations, each with a budget of over $2 billion, illustrates administrative challenges of strategy and process. Based on extensive participant interviews, we describe how the scope and purpose of the combination evolved through the political process and which factors accelerated or decelerated progress toward organizational integration.

Keywords: mergers; higher education; post-merger integration; case studies

JEL Classification: M1

Suggested Citation

Miller, Doug and Golembeski, Cynthia, Combining Large Public Sector Institutions: The Case of Health Sciences Higher Education in New Jersey (March 26, 2019). Available at SSRN: https://ssrn.com/abstract=3360674 or http://dx.doi.org/10.2139/ssrn.3360674

Doug Miller (Contact Author)

Rutgers Business School - Newark and New Brunswick ( email )

Newark, NJ
United States

Cynthia Golembeski

Rutgers School of Public Affairs & Administration/School of Law ( email )

180 University Avenue
Newark, NJ 07102
United States

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