Ricardo Azziz is a research professor at the University at Albany, State University of New York, and the chief officer of academic health and hospital affairs for the SUNY System Administration. He led the merger that created Georgia Regents University (now Augusta University), serving as its founding president. Guilbert C. Hentschke is the Richard T. Cooper and Mary Catherine Cooper Chair Emeritus at the University of Southern California's Rossier School of Education, where he served as dean from 1988 to 2000. Lloyd A. Jacobs is President Emeritus of the University of Toledo, where he led the merger of UT with the Medical College of Ohio. Bonita C. Jacobs led the merger of Gainesville State College and North Georgia College & State University to form the University of North Georgia, where she serves as the founding president.

• About the Authors AcknowledgmentsIntroduction Part I. Why Mergers in Higher Ed?Chapter 1. Pursuing Sustainability, Breadth, and Excellence through ScaleChapter 2. Why Mergers Now? Chapter 3. Mergers as an Organizational Tactic Chapter 4. History and Global Experience Chapter 5. Drivers and Categories of Mergers in Higher Education Chapter 6. Success and Failure: Predictors and Metrics Part II. Increasing the Odds of Merger Success in Higher EdChapter 7. The Seven Essential Elements for Merger Success Chapter 8. Evaluating the Stakes When Considering Mergers Chapter 9. Finding, Evaluating, and Choosing Merger Partners Chapter 10. Negotiating the Merger Chapter 11. Communicating in a Merger Chapter 12. Leadership, Resources, and Managing Opposition Part III. Effectively Executing Mergers in Higher EdChapter 13. Merging Organizational Units in a Context-Sensitive Manner Chapter 14. Managing Institutional Legal, Corporate, and Regulatory Obligations in a Merger Chapter 15. Project Management in a Merger Chapter 16. Creating and Managing the Brand: Who Do You Want to Be? Chapter 17. Aftermath: As Much a Beginning as an EndPart IV. Looking to the FutureChapter 18. The Role of Mergers in Institutional StrategyAppendix A. Mergers Occurring from 2000 to 2016 and Included in Analysis Appendix B. Example Functional Areas for Integration Using Project Management during a Merger Appendix C. Example Standardized Forms Used for Project Management during a Merger Index

Ricardo Azziz is a research professor at the University at Albany, State University of New York, and the chief officer of academic health and hospital affairs for the SUNY System Administration. He led the merger that created Georgia Regents University (now Augusta University), serving as its founding president. Guilbert C. Hentschke is the Richard T. Cooper and Mary Catherine Cooper Chair Emeritus at the University of Southern California's Rossier School of Education, where he served as dean from 1988 to 2000. Lloyd A. Jacobs is President Emeritus of the University of Toledo, where he led the merger of UT with the Medical College of Ohio. Bonita C. Jacobs led the merger of Gainesville State College and North Georgia College & State University to form the University of North Georgia, where she serves as the founding president.

• About the Authors AcknowledgmentsIntroduction Part I. Why Mergers in Higher Ed?Chapter 1. Pursuing Sustainability, Breadth, and Excellence through ScaleChapter 2. Why Mergers Now? Chapter 3. Mergers as an Organizational Tactic Chapter 4. History and Global Experience Chapter 5. Drivers and Categories of Mergers in Higher Education Chapter 6. Success and Failure: Predictors and Metrics Part II. Increasing the Odds of Merger Success in Higher EdChapter 7. The Seven Essential Elements for Merger Success Chapter 8. Evaluating the Stakes When Considering Mergers Chapter 9. Finding, Evaluating, and Choosing Merger Partners Chapter 10. Negotiating the Merger Chapter 11. Communicating in a Merger Chapter 12. Leadership, Resources, and Managing Opposition Part III. Effectively Executing Mergers in Higher EdChapter 13. Merging Organizational Units in a Context-Sensitive Manner Chapter 14. Managing Institutional Legal, Corporate, and Regulatory Obligations in a Merger Chapter 15. Project Management in a Merger Chapter 16. Creating and Managing the Brand: Who Do You Want to Be? Chapter 17. Aftermath: As Much a Beginning as an EndPart IV. Looking to the FutureChapter 18. The Role of Mergers in Institutional StrategyAppendix A. Mergers Occurring from 2000 to 2016 and Included in Analysis Appendix B. Example Functional Areas for Integration Using Project Management during a Merger Appendix C. Example Standardized Forms Used for Project Management during a Merger Index

Ricardo Azziz is a research professor at the University at Albany, State University of New York, and the chief officer of academic health and hospital affairs for the SUNY System Administration. He led the merger that created Georgia Regents University (now Augusta University), serving as its founding president. Guilbert C. Hentschke is the Richard T. Cooper and Mary Catherine Cooper Chair Emeritus at the University of Southern California's Rossier School of Education, where he served as dean from 1988 to 2000. Lloyd A. Jacobs is President Emeritus of the University of Toledo, where he led the merger of UT with the Medical College of Ohio. Bonita C. Jacobs led the merger of Gainesville State College and North Georgia College & State University to form the University of North Georgia, where she serves as the founding president.

• About the Authors AcknowledgmentsIntroduction Part I. Why Mergers in Higher Ed?Chapter 1. Pursuing Sustainability, Breadth, and Excellence through ScaleChapter 2. Why Mergers Now? Chapter 3. Mergers as an Organizational Tactic Chapter 4. History and Global Experience Chapter 5. Drivers and Categories of Mergers in Higher Education Chapter 6. Success and Failure: Predictors and Metrics Part II. Increasing the Odds of Merger Success in Higher EdChapter 7. The Seven Essential Elements for Merger Success Chapter 8. Evaluating the Stakes When Considering Mergers Chapter 9. Finding, Evaluating, and Choosing Merger Partners Chapter 10. Negotiating the Merger Chapter 11. Communicating in a Merger Chapter 12. Leadership, Resources, and Managing Opposition Part III. Effectively Executing Mergers in Higher EdChapter 13. Merging Organizational Units in a Context-Sensitive Manner Chapter 14. Managing Institutional Legal, Corporate, and Regulatory Obligations in a Merger Chapter 15. Project Management in a Merger Chapter 16. Creating and Managing the Brand: Who Do You Want to Be? Chapter 17. Aftermath: As Much a Beginning as an EndPart IV. Looking to the FutureChapter 18. The Role of Mergers in Institutional StrategyAppendix A. Mergers Occurring from 2000 to 2016 and Included in Analysis Appendix B. Example Functional Areas for Integration Using Project Management during a Merger Appendix C. Example Standardized Forms Used for Project Management during a Merger Index