title: Cultural cohesion versus collision. A model for facilitating organizational mergers.
abstract: Healthcare delivery systems are experiencing sweeping changes; acquisition and merger activities abound. These activities have the potential to greatly impact employees and their quality of work-life. The authors describe how one nursing organization in a large metropolitan teaching hospital successfully merged two separate nursing departments by dealing with the essence of these organizations' cultures. A conceptual model was developed that will facilitate future organizational field research in the areas of corporate culture and change process.
authors.affiliation: University of Alabama Hospital, Birmingham, USA.
authors.forename: M G
authors.initials: MG
authors.lastname: Nash
authors.forename: L N
authors.initials: LN
authors.lastname: Everett
mesh_terms: D003299:Cooperative Behavior; D006273:Health Facility Merger / Q000458:organization & administration*; D006801:Humans; D017146:Models, Organizational; D009718:Nurse Administrators; D009738:Nursing Service, Hospital / Q000458:organization & administration*; D009745:Nursing, Supervisory; D015279:Organizational Culture; D009936:Organizational Innovation; D011590:Psychology, Industrial; D000078329:Workforce