Arranged marriages, unlikely partners. How will their offspring look?
In the new era of managed care, many religious healthcare providers are making "arranged marriages"--permanent partnerships with secular organizations. As they do so, the religious partners naturally ponder how best to ensure that their values permeate the new entity and thus prevail in later organizational "offspring." The organizations most likely to perpetuate their values are those with ethical corporate cultures and climates. These include religiously based healthcare providers, but such providers seem to lack confidence today in their ability to maintain culture and climate in newly formed partnerships. That may be fortunate because it prevents them from trying to impose their values on secular partners. Nevertheless, such values are often attractive to a prospective partner. A religious healthcare provider will need market leverage, as well as attractive values, to make a good "marriage." Even so, religious providers and secular investor-owned organizations are unlikely partners, because their motives and incentives differ radically. But religious providers can form solid relationships with secular, not-for-profit healthcare organizations if they take care to negotiate a binding commitment to maintain an ethical culture and climate. However, Catholic providers are at a disadvantage in such negotiations because Catholic religious congregations are unlikely to continue as owner-sponsors much beyond another decade. It is crucial that a stable source of influence develop to ensure a religious presence in the offspring of new partnerships.
Connors
E J
EJ
Mercy Health Services, Farmington Hills, MI, USA.
D004991:Ethics, Institutional; D005544:Forecasting; D017408:Guidelines as Topic; D016519:Hospitals, Religious / Q000458:organization & administration* / Q000592:standards; D007857:Leadership; D008329:Managed Care Programs / Q000458:organization & administration / Q000592:standards; D017008:Negotiating; D009935:Organizational Affiliation / Q000592:standards*; D015279:Organizational Culture; D010067:Ownership; D012945:Social Values; D014481:United States