Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
10473349 | Social Science & Medicine | 2005 | 12 Pages |
Abstract
Our study shows that the contexts of mergers, including drivers of change, are important. Merger is a process without clear boundaries, and this study shows problems persisting into the third year post-merger. Loss of management control and focus led to delays in service developments. Difficulties in the merger process included perceived differences in organisational culture and perceptions of 'takeover' which limited sharing of 'good practice' across newly merged organisations. Merger policy was based on simplistic assumptions about processes of organisational change that do not take into account the dynamic relationship between the organisation and its context and between the organisation and individuals within it. Understanding the process of merger better should lead to a more cautious approach to the likely gains, provide understanding of the problems that are likely in the period of change, and anticipate and avoid harmful consequences.
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Authors
Naomi Fulop, Gerasimos Protopsaltis, Annette King, Pauline Allen, Andrew Hutchings, Charles Normand,