In search of a merged identity: the case of multi-campus North-West University, South Africa

Abstract

South Africa's post-apartheid governments have taken far-reaching policy measures to transform the system of higher education, do away with its strongly segregated character, and develop an efficient and internationally recognised system that provides equal chances for all ethnic groups. Since 2002 higher education has become the explicit target of a government policy, geared to cultural development and intervention, including the enforcement of a series of mergers between traditionally white and black universities and former technikons (currently universities of technology). This process has caused intense debate at the level of leadership and among policy makers in these institutions, but little is known of how this ideological battle over educational development has affected daily academic practice. This paper gives a first, somewhat tentative discussion on the current effects of the changes in higher education in South Africa, and in particular at one of the institutions affected: the newly merged North-West University (NWU). The article is based on documentary research and three personal visits to the university; in the process a joint research project was initiated between the VU University of Amsterdam (VUUA) and NWU. This paper attempts to shed some early light on how efficiency and social equity goals are met within NWU's institutional merger, beginning from a cultural perspective that focuses on the construction of 'merger narratives'. The paper also gives a voice to critical reactions, narratives of resistance that have emerged from the university shop floor.

Transformation and self-identity: Student narratives in post-apartheid South Africa

“…Yet, the government underestimated the social and cultural effects of the past, and the extent to which particular groups and institutions had vested interests to defend. It was only to be expected then that after so many years in which the government's explicit steering role had been the organisation of segregation, a change towards deliberate transformation through merging would produce resistance, particularly at the universities who had been practicing segregated education, including the UFS (for the North-West University, see Kamsteeg 2008;2011).…”

Restructuring And Mergers Of The South African Post-Apartheid Tertiary System (1994-2011): A Critical Analysis

“…The newly-established government following the change to a democracy dispensation in South Africa and charged with the highly volatile education portfolio, considered education to be a major vehicle of societal transformation (Kampsteeg, 2008). Critical debates were initiated in 1990 when South African political life was normalised with the unbanning of political movements (Hall & Symes, 2005) and South Africa's higher education history entered an era of turmoil (Jansen, 2003).…”

“…The objective of this approach was to focus on reducing inequality and fostering internationalisation (Kampsteeg, 2008). The increased demand for tertiary and vocational training in the new postapartheid education scenario brought a whole new package of other problems as well.…”

“…Major hurdles regarding the merging process at most institutions in South Africa included resistance to change and low levels of trust (Eloff, 2009). The transformative character of the restructuring had radical implications as it was designed and implemented in a context of political transition which made it a unique and a highly hazardous operation (Kampsteeg, 2008). The question that should have been asked prior the merging process includes the effects institutional mergers would have on the quality and diversity of South African universities (Elliott, 2005) as the historically disadvantaged universities in South Africa appeared ill-equipped to become viable and efficient higher education institutions.…”

The Challenges of Working and Studying at a Satellite Campus of a University: A Case of the Durban University of Technology

“…The focus should now be on governance, leadership and management for efficiency, effectiveness and consistency across the whole university. Kamsteeg (2008) identifies a need to conduct a study across all the campuses of the merged NorthWest University because of the feeling that there were still numerous unresolved merger issues such as a sense of one university and cohesion.…”