本研究針對國立清華大學與新竹教育大學合併成功的策略與困境進行研究。研究採訪談法與文件分析進行資料蒐集，並加以分析與討論。訪談對象包括兩校校長、副校長、教務長、學務長及總務長、兼任行政教師及專職職員、專任教師、學生及畢業校友，共18人，獲致以下結果：一、合併時運用建立共同願景、轉型創新、整合系統資源與募款經費挹注、公開說明、保障教職員工生權益、掌握學生學習為核心的決策思維等多種策略，而合併成功的關鍵在於教育部承諾經費、通過校務會議，以及校長與團隊的堅定意志等。二、合併時遭遇內部困境，包括兩校研究與師資培育取向的文化差異有待整合、新竹教育大學教育服務的社會影響力是否減弱有待關注、新竹教育大學有部分系所調整未能解決、教師權益受損、行政人員職務調整對業務不熟悉、升遷流動停滯與強調行政效率縮短過渡期而產生之困境、合併過渡時期選課系統尚未整合造成舊生選課的不便、因兩校區選課產生交通車成本增加等。外部影響困境主要是部分校友反對。本研究發現可以提供教育部與學校在推動公公併模式，以及單科大學併入綜合大學類型的借鏡。

This study explored the strategies and dilemmas of the merger between National Tsing Hua University and Hsinchu University of Education. The research data was collected through documentary analysis and interview. Eighteen persons, including principals, vice principals, directors of academic affairs, directors of student affairs, directors of general affairs, administrative staff with or without teaching duties, teacher representatives, student representatives, and alumni representatives of the two universities, were interviewed. Conclusions of this study are: 1. The strategies for promoting school merger are many and varied. They include establishing shared visions, undergoing innovative transformation, integrating system resources, fundraising, holding the public hearing, protecting the rights and interests of staff and students, and sticking to the idea that student learning is the core. The key factors for successful completion of the merger include, inter alia, the Ministry of Education’s promise of funding, school meetings’ approval of the merger, and the determination of the university principals and their teams. 2. The merger is confronted with internal and external dilemmas. One of the internal dilemmas is that cultural differences in research development and teacher cultivation between the two universities need to be integrated. Also, whether the social impact of educational services of Hsinchu University of Education has weakened requires follow-up observation. Due to organizational changes, some departments and institutes of Hsinchu University of Education face adjustment problems that have not been resolved. The rights and interests of some teachers have been damaged. Administrative staff is unfamiliar with business due to the merger; promotion gets limited; administrative efficiency is overemphasized; transition period is too short; course selection system is not integrated during the transition period, resulting in inconvenience for old students in course selection; transportation costs increase due to course selection in the two campuses. All of these are internal dilemmas. There is only one external dilemma, namely objections of some alumni. This study can provide reference for the Ministry of Education and the universities in dealing with university mergers.