Organisational culture and post-merger integration in an academic health centre: a mixed-methods study

• DOI: 10.1186/s12913-014-0673-3
• Publication Date: 2015-01-21T10:57:38Z
• Authors: Pavel V Ovseiko; Karen Melham; Jan Fowler; Alastair M Buchan
• Keywords: Health administration; Health Services Research

Around the world, last two decades have been characterised by an increase in numbers of mergers between healthcare providers, including some most prestigious university hospitals and academic health centres. However, many fail to bring anticipated benefits, successful post-merger integration centres is even harder achieve. An increasing body literature suggests that organisational culture affects success academic-clinical collaboration.This paper reports findings from a mixed-methods single-site study examine 1) perceptions clinical enterprises at one National Health Service (NHS) trust, 2) major cultural issues for its with another NHS trust strategic partnership university. From entire population 72 clinician-scientists legacy trusts, 38 (53%) completed quantitative Competing Values Framework survey 24 (33%) also provided qualitative responses. The was followed up semi-structured interviews six group discussion five senior managers.The cultures trusts differed were primarily distinct enterprise. Major related relative size, influence, history implications these respective identities, services, finances. Strategic served as important ameliorating consideration reaching merger. aspects entrepreneurial are difficult reconcile service delivery model may create tension.There challenges preserving more desirable enhancing both during their integration, aligning following seeds be found current best practice, good will, near identical ideal future preferred culture. Strong, fair leadership will required nationally locally