This article reports the findings of an investigation into merger experiences of several libraries of colleges of higher education in Flanders. The purpose of the study was to gain first hand knowledge from institutions who recently merged; especially, what best practices to follow and what to avoid. Data was gathered with a mail questionnaire and followed by personal interviews with the heads of the selected libraries concerned. The article includes topics such as the composition and tasks of merger task teams, most difficult issues in the planning phase, the role of consultants, how progress is monitored and communicated, dealing with different organisational cultures, decisions that have an impact on merger outcomes, appointment of a post-merger library head, duration of a merger, do’s and don’ts, outcomes of library mergers, and challenges of library mergers. It is concluded with a list of lessons that other libraries can learn from the Flemish experience and indicates whether a particular lesson is supported by the merger literature or not.

People involved in library mergers often have little or no previous experience in planning or implementing such mergers. Therefore they have to rely primarily on research literature for guidance and advice. However, a study of literature dealing with mergers in higher education in general and libraries in particular, shows a number of different theories, beliefs and practices concerning issues such as reasons for merging, success factors, processes, and outcomes of mergers. The purpose of this article is to draw attention to some of these theories, beliefs and practices that, for the sake of clarity and better understanding of merger issues, need to be put into perspective. This is done by analysing different views and by proposing supporting arguments or counter claims. The article concludes with a summary and a list of recommended research topics.