It looks at factors that may obstruct or advance integration following a hospital merger.

“The study identifies three critical factors that seem to be instrumental for the process and outcome of integration efforts and these are clinical management’s interpretation of the mandate; design of the management constellation; and approach to integration. Obstructive factors are: a sole focus on the formal assignment from the top; individual leadership; and the use of a classic, planned, top-down management approach. Supportive factors are: paying attention to multiple stakeholders; shared leadership; and the use of an emergent, bottom-up management approach within planned boundaries. These findings are basically consistent with the literature’s prescriptions for managing professional organisations” taken from abstract

See: Managing clinical integration: a comparative case study in a merged university hospital (abstract). Journal of Health Organization and Management, Vol. 26 Iss: 4, pp.486 – 507. This article is not freely available online, but may be available via NHS Athens or through your local NHS Library. To search for your nearest library, please see http://www.hlisd.org/