Higher education institutions are facing significant economic, political, and demographic challenges. In response, institutions have increasingly turned to mergers and consolidations. While the impetuses and outcomes of merger decisions are well understood, little is known about the process of implementation. Mid-level administrators are important actors in the implementation of a merger and understanding their role is especially critical as their work can have bearing on the merger outcome. This dissertation focuses on the implementation work mid-level administrators perform during these transitions to implement, embed, and sustain new practices within the institution. It focuses on mid-level administrators within functional and business units of the institution where high duplication exists. Accordingly, this single qualitative case study leverages normalization process theory as a guide to understanding the how and what of the busy work during mergers.