Journal of Public Management & Social Policy


Consolidation in the public sector has always been conceptualized as a tool for enhancing service provision and fiscal responsibility. The evidence is dubious in both front. Using self-administered questionnaire and follow-up interviews, this study attempts to explain why the merger of two NYC agencies (DJJ into ACS) is incomplete after six years based on employees’ perception. The paper contends that a well-designed and carefully-negotiated merger can lead to harmony while meeting the intended goals of the new organization. The study concludes that because of insufficient efforts in the three phases of merger (pre-merger, during and post-merger), employees were oblivious to the agency’s new mission and confused by contradicting policies.

Elmedni Appendix A.docx (12 kB)



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