Date of Award
1997
Document Type
Dissertation
Degree Name
Doctor of Education (EdD)
Department
Education
First Advisor
Bruce R. Swinburne
Abstract
This study examined the applicability of Kurt Lewin's Force Field Theory to the merger of Arkansas A&M College and the University of Arkansas System in 1971. The merger followed Lewin's change process: unfreezing, moving, and refreezing. This study also examined the applicability of Hugh Thompson's '21 Suggestions for a Successful Merger' as a framework for addressing the variety of issues in an institutional merger. This examination asked five questions: What were the forces moving Arkansas A&M toward a merger? What were the forces opposing the merger? What preparation went into the merger? What was the political process for the merger? And, did the merger accomplish the goals for which it was undertaken? The study used internal documents from Arkansas A&M, newspaper articles, legislative records, enrollment figures, and in-depth interviews with eighteen individuals involved with Arkansas A&M at the time of the merger. Arkansas A&M College was experiencing six problems which acted as forces supporting the merger: a lack of financial support from the Arkansas Legislature, declining enrollment, an inadequate operating budget, a negative accreditation report, a 'Cow College' image, and inability to acquire accreditation for its forestry program. The forces opposing the merger were weak and insignificant. The merger was completed quickly with minimal preparation and without political conflict.
Recommended Citation
Gaston, Gary S., "Crisis of Affiliation: The Merger of Arkansas Agricultural and Mechanical College with the University of Arkansas" (1997). Theses and Dissertations. 66.
https://research.ualr.edu/etd/66
