The merger of Baltimore Hebrew University with Towson University: three leadership models converge. Issue 10 (18th July 2020)

• Record Type: Journal Article
• Authors: Bor, Hana; Shargel, Rebecca
• Is Part Of: International journal of educational management. Volume 34:Issue 10(2020)
• Page Start: 1595
• Page End: 1613
• Publication Date: 2020-07-18
• Subjects: Higher education -- Leadership -- Merger -- Public universities -- Private nonprofit university; School management and organization -- Periodicals; Universities and colleges -- Administration -- Periodicals; 371.2
• DOI: 10.1108/IJEM-12-2018-0397
• Languages: English
• ISSNs: 0951-354X

Abstract

Abstract : Purpose: The study aims to learn how a small private university dedicated to Judaic studies successfully merged with a large public university? Our study investigates how Baltimore Hebrew University (BHU) successfully integrated into the much larger Towson University (TU), while maintaining its unique Jewish identity. Design/methodology/approach: How did leadership facilitate a successful merging of a small private university with a large public university? Our case study investigates how BHU successfully integrated into the much larger TU. Given that past research has focused primarily on the financial aspects, the purpose of the present study is to analyze how leaders successfully navigated the complex processes of integrating the two institutions through envisioning, communicating and planning effectively. This research uniquely investigates the role of leadership as the driving force in moving the merger forward and facilitating the process. The authors analyzed the circumstances that facilitated the merger and discovered that leadership pushed this merger forward, particularly the confluence of three approaches—visionary, transformational and servant leadership. This research has implications for guiding future mergers of smaller colleges with larger universities. This case study is particularly timely, during this uncertain age of COVID-19, when many universities are considering creative solutions, including potential mergers with other institutions, in the face of increasing financial difficulties. Findings: Implications of this research can help illuminate future mergers of smaller colleges with larger universities in cases where the smaller institution desires to retain its strong cultural or historical identity. The authors found that the "right leadership on the ground" is a crucial component needed for a successful merger, particularly in a higher education setting. Research limitations/implications: Our research provides a concrete example that can be used help campus administrators assess whether they have the leadership structure in place to successfully navigate a merger as a path forward. Originality/value: This case study is particularly timely, during this uncertain age of COVID-19, when many universities are considering creative solutions, including potential mergers with other institutions, in the face of increasing financial difficulties.