For more than 20 years there has been much discussion in health and mental health care circles about how to achieve improved organizational and service integration, on the assumption that changes in structure may improve clinical outcomes. This paper reviews some of the public and private sector literature about mergers and alliances and 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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Section: Making Integration Work
Sector: Acute care, Health system, Mental health, Primary health care
Organization type: Community-Based Mental Health or Addiction Organization, Hospital
Integration type: Amalgamations, Coordination/cooperation, Interprofessional collaboration, Mergers
Organization size: Large, Mid-sized, Small
Document type: Research and analysis
Administrative concerns: Cost/benefit, Financial, Governance, Management
Source: Community health sector
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