Michael Jüttemeier provides, based on a process-oriented analysis conducted over approximately three years, answers for the first time to the question of how the merger of the Karlsruhe Institute of Technology (KIT) captured and changed the specific organizational structures, central administrations, and scientific cultures of the KIT predecessor organizations. The author demonstrates that the merger did not lead to the dissolution of the KIT predecessor organizations, but rather to asymmetric restructuring processes in the central administration, the effects of which altered the relationships both within the administration and between the administration and the researchers.