Academic due diligence criteria
| Criteria | Scientific | Educational | Implementational |
|---|---|---|---|
| Previous effects of universities planning the merger | 1. Evaluation, parameterization 2. Rankings of scientific excellence 3. Outstanding achievements (e.g. Nobel Prizes) 4. Quality of scientific activity | 1. The value of graduates in the labor market 2. Prestige of the university 3. Quality of education (accreditations, certifications and rankings) | 1. Capital of connections (stakeholders, composition of the board of trustees, founders and donors) 2. Cooperation with the society 3. Spin-offs, incubators and innovations 4. Quality and scale of cooperation |
| People and teams of both universities | 1. Outstanding personalities, talents and scientific leaders 2. Composition and potential of scientific teams | 1. Outstanding personalities and teaching talents 2. Composition and potential of educational teams | 1. Outstanding personalities, organizational and implementation talents 2. Composition and potential of implementation teams |
| Programs | 1.Scientific grants, projects and programs | 1. Education programs 2. Range of the educational offer 3.Organization of education | 1. Implementation of new programs 2. Organization of cooperation with the environment (e.g. career offices) |
| Scientific and educational authorizations | 1. The right to award academic degrees 2. Scientific certifications | 1. Teaching qualifications 2. Certification and educational accreditation | 1. Practical authorizations 2. Industry certifications and accreditations |
| Synergy after the merger | 1. Increase in quality and the amount of work 2. Promotion in rankings 3. Increase in the value or number of outstanding achievements 4. Larger number of outstanding researchers and teams 5. Greater number of grants, projects, certificates and programs 6. Better organization of the educational system | 1. Increased employability and value of graduates 2. Increase in prestige 3. Improvement in the quality of education (new accreditations, certifications, rankings) 4. Expansion and increase of the value of the offer | 1. Development of the capital of connections and cooperation with the environment 2. Increase in the number and scale of innovations, spin-offs and incubators 3. Larger number and value of patents and implementations 4. Improvement in the system of cooperation with the environment |
| Criteria | Scientific | Educational | Implementational |
|---|---|---|---|
| Previous effects of universities planning the merger | 1. Evaluation, parameterization | 1. The value of graduates in the labor market | 1. Capital of connections (stakeholders, composition of the board of trustees, founders and donors) |
| People and teams of both universities | 1. Outstanding personalities, talents and scientific leaders | 1. Outstanding personalities and teaching talents | 1. Outstanding personalities, organizational and implementation talents |
| Programs | 1.Scientific grants, projects and programs | 1. Education programs | 1. Implementation of new programs |
| Scientific and educational authorizations | 1. The right to award academic degrees | 1. Teaching qualifications | 1. Practical authorizations |
| Synergy after the merger | 1. Increase in quality and the amount of work | 1. Increased employability and value of graduates | 1. Development of the capital of connections and cooperation with the environment |
Source: Study based on SuĊkowski (2017, pp. 194-195)
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