In the early 1990s, Oregon Health and Science University leadership examined the political and economic landscape and determined it needed a new operational model to survive and thrive. In 1995 OHSU separated from the state higher education system and became a public corporation, with goals of increased efficiency, customer-focus, ability to…

This qualitative case study is constructed to offer insight on the infrequently investigated influence of organizational culture before and after a merger between higher education institutions. Respondents were selected from volunteers to form three strata of employees; staff, mid-level management which included some faculty members, and upper…