Getting to Integration: Command and Control or Emergent Process

Steve Lurie
The Innovation Journal, 2009

This paper reviews and analyzes some of the public and private sector literature about mergers and alliances. It addresses longstanding discussions in health and mental health care circles about how to achieve improved organizational and service integration, based on the assumption that changes in structure may improve clinical outcomes. It offers observations on the extent to which collaboration is an emergent process that is responsive to its particular environment and explores power dynamics and how trust and flexibility affect outcomes in a positive or negative sense.

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