In the United States, there has been recent attention to mergers involving higher education institutions. The fact is that mergers and acquisitions (M&A) are not a novel topic but more common in business. The paper will present the findings of a case study of the merger of two Hispanic-Serving Institutions (HSIs) in Texas and how leadership used both legacy cultures to create a new organizational culture. The main focus of this study is to compare the relationships, as viewed by staff and faculty, between institutional performance and organizational culture. It will also determine how human capital (HC) utilization is related to institutional performance, and it will establish the human capital factors used towards creating a new institutional culture after the merger. A qualitative method research design is used to analyze the variables and findings. The study seeks to present the findings to consider future opportunities for research and help other HSIs embark on the merger process and consolidate and institutionalize one culture. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]