This thesis examined the 2004 SA higher education merger processes in order to determine the extent to which these mergers have achieved in the context of the broader transformation goals of the post-1994 government’s policy objectives. Mergers have become part of the South African higher education landscape and system since their implementation in 2004. The merger process induced the reduction of higher education institutions from 36 to 23 (at least until 2012 at the time of writing this report). The merger implementation process itself was not voluntary. Some South African universities did not just willingly opt for the transformation process. It took the government a range of strategies, elaborate consultations and ‘carrot and stick’ approaches to convince some of the targeted institutions. The merger was not only limited to physical reconfiguration, but also to the systemic aspects motivated by the need to open the doors of learning and culture to all South Africans without barriers of ethnicity, race and other forms of discrimination. The ‘ivory tower’ universities had to be reigned into the national transformation project as well. Curriculum which was mainly crafted from an epistemological-ideological premise of the supremacy of Afrikaans as a language of the government of the day and the employer of choice had to be reviewed. Admission criteria, advanced access restrictions to the majority of black students to urban and more advanced universities, also warranted scrutiny / Public Administration / Ph. D. (Public Administration)