Mergers often fail, which makes it important to understand more about what couldpromote successful mergers. This paper reports on a longitudinal case-study following amerger from the administrators’ perspectives. Prior findings showed administrators that werepositive to the merger and to reengineering initiatives and that were confident about theirskills. The present study showed that the administrators wished for further development evenif some found the realized changes to have influenced their work negatively. The findingsconfirm the importance of applying various types of advice on how to prevent resistance tochanges, which includes embracing openness to changes and the necessity of providing meansfor adapting to new systems and to contribute to new routines. The case-study aims at addingfurther to the knowledge base on how to facilitate post-merger integration with a focus onunderstanding the human factors that either contribute to or hinder a merging process.