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.
Source: Visit the website
Section: Making Integration Work
Sector: Acute care, Health system, Mental health
Organization type: Community Health Centre, Community-Based Mental Health or Addiction Organization, Hospital
Location: International, Ontario
Integration type: Amalgamations, Coordination/cooperation, Interprofessional collaboration, Mergers
Document type: Research and analysis
Administrative concerns: Cost/benefit, Financial, Governance
Source: Community health sector
Click on the category links above to find related resources.