| Article ID | Journal | Published Year | Pages | File Type |
|---|---|---|---|---|
| 2674241 | Nurse Leader | 2012 | 4 Pages |
Abstract
Throughout the past decade, hospital mergers and consolidations have been a consistent and accelerating trend occurring across the nation. Although the trend is expected to continue as a key industry response to the economic climate and healthcare reform, the results of mergers often fall short of desired outcomes.1 and 2 The literature reflects a plethora of evidence of failed mergers, including tactical suggestions to overcome the barriers; however, the evidence of theory to ground a successful merger is mainly anecdotal and episodic.
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Authors
Kathleen Brodbeck,