Abstract
In contrast to most mergers and acquisition literature which focuses on merger activity in the business
world, this paper examines the University of Johannesburg (UJ) merger, which 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, case study approach, 40 academic employees from UJ were interviewed.
Findings indicate that academics relay their experiences and perceptions of the merger in three
discernable timeframes, each with its own dynamic. Collectively, these timeframes constitute the
reflective experience of mergers (REM) framework, which examines how merger experiences of
academic staff shape their perceptions of and attitudes towards the merger over time. The REMframework
reiterates the temporal nature of change, its effect on the emotional and psychological
wellbeing of individuals, and the role of leadership during a merger.