AD leadership in higher education mergers: a study of two Norwegian mergers

Norwegian higher education (HE) underwent a major restructuring in 2016, resulting in mergers between universities and university colleges. This study examines the academic development (AD) leadership challenges and opportunities arising from these mergers at two major universities and four university colleges. Drawing on interviews with faculty, leaders, and academic developers conducted four years after the mergers, it investigates the intersection of leadership, academic development, and institutional reorganisation. While the literature positions AD leadership as a bridge between institutional strategy and academic culture, the findings show that a focus on managerial rather than cultural integration, lack of a clear mandate for AD leadership, and superior stances by central AD units limited the potential as leaders of, for, with, and through academic development. These insights extend beyond the Norwegian context, offering lessons for HE mergers worldwide.