University Merger as a Strategic Approach to Higher Education Development: International Experiences and Policy Implications for Vietnam

Abstract

This paper examines university mergers as a strategic approach to modern higher education development and draws policy lessons for the Vietnamese context. Building on a synthesis of international theoretical foundations – including organizational change theory, the resource-based view, and new institutionalism – the study analyzes representative merger models in the United Kingdom, Finland, France, and China. The findings reveal five core determinants of successful mergers: (i) a unified and coherent strategic vision; (ii) a centralized yet flexible governance structure; (iii) substantial financial investment; (iv) a stable and supportive institutional framework; and (v) effective coordination of organizational cultures. In comparison, Vietnam’s higher education system remains highly fragmented, with most merger initiatives limited to administrative consolidation rather than strategic integration, and constrained by insufficient financial resources. Based on international experiences and domestic realities, the study proposes a set of policy recommendations tailored to different institutional types and phases of implementation, with the aim of forming large, research-intensive universities capable of international competitiveness. The findings contribute both theoretically and practically to ongoing discussions on higher education restructuring and provide an evidence-informed foundation for policy formulation in Vietnam’s higher education reforms.

https://doi.org/10.26803/MyRes.2026.09