Jove
Visualize
Contact Us
JoVE
x logofacebook logolinkedin logoyoutube logo
ABOUT JoVE
OverviewLeadershipBlogJoVE Help Center
AUTHORS
Publishing ProcessEditorial BoardScope & PoliciesPeer ReviewFAQSubmit
LIBRARIANS
TestimonialsSubscriptionsAccessResourcesLibrary Advisory BoardFAQ
RESEARCH
JoVE JournalMethods CollectionsJoVE Encyclopedia of ExperimentsArchive
EDUCATION
JoVE CoreJoVE BusinessJoVE Science EducationJoVE Lab ManualFaculty Resource CenterFaculty Site
Terms & Conditions of Use
Privacy Policy
Policies

Related Experiment Videos

Tracking the merger: the human experience.

Jane Shaw1

  • 1Nuffield Institute for Health, University of Leeds, UK.

Health Services Management Research
|October 25, 2002
PubMed
Summary
This summary is machine-generated.

Related Concept Videos

You might also read

Related Articles

Articles linked to this work by shared authors, journal, and citation graph.

Sort by
Same author

Cellular Dynamics of Transgenic Porcine Endothelial Cells to Inflammatory Stimuli in Xenotransplantation Settings.

Xenotransplantation·2026
Same author

Effects and costs of a group-based educational intervention to reduce opioid use in people with chronic pain: I-WOTCH RCT.

Health technology assessment (Winchester, England)·2026
Same author

Characteristics and predictors of clinical outcome in patients with pleural effusions caused by heart, liver and renal failure: results from the ERS International Multicentre Pleural Research Collaborative (IMPACT) registry.

ERJ open research·2025
Same author

The LYMPH trial: comparing microsurgical with conservative treatment for chronic breast cancer-associated lymphoedema - study protocol of a pragmatic randomised international multicentre superiority trial.

BMJ open·2025
Same author

Sustained Vascular Inflammatory Effects of SARS-CoV-2 Spike Protein on Human Endothelial Cells.

Inflammation·2024
Same author

Glycocalyx dynamics and the inflammatory response of genetically modified porcine endothelial cells.

Xenotransplantation·2023
Same journal

Sustainability accounting and reporting adoption across Italian public healthcare system: What role of the institutional pressures?

Health services management research·2026
Same journal

Thank you!

Health services management research·2026
Same journal

Enhancing job satisfaction and reducing burnout among healthcare workers: The mediating role of psychological capital before and after a targeted training intervention.

Health services management research·2026
Same journal

Global trends and emerging themes in digital human resource management in healthcare: A bibliometric analysis.

Health services management research·2026
Same journal

Enhancing collaboration and communication within nursing teams: Insights from nurses to inform health service management.

Health services management research·2026
Same journal

Why "health in all policies" matters: Insights from the EHMA 2025 conference.

Health services management research·2026
See all related articles

Hospital mergers impact organizational culture and staff experience. This study reveals how two distinct hospital cultures are merging, affecting individual staff journeys through change and leading to new organizational dynamics.

Area of Science:

  • Healthcare Management
  • Organizational Psychology
  • Sociology of Health

Background:

  • Hospital mergers present unique challenges to organizational culture due to deeply ingrained staff practices.
  • Understanding the impact of mergers on both institutional culture and individual staff is crucial for successful integration.

Purpose of the Study:

  • To analyze the effects of a merger on the organizational culture of two teaching hospitals.
  • To examine the individual staff's experience and journey through the merger process.

Main Methods:

  • Utilized Hofstede's six-dimensional model to analyze and compare the organizational cultures of the two merging hospitals.
  • Employed Stuart's 'map' of change processes to document individual staff experiences during the merger.

Related Experiment Videos

Main Results:

  • Characterized the two hospitals by distinct cultural dimensions: one entrepreneurial and results-oriented, the other paternalistic and staff-concerned.
  • Observed a slow convergence of cultures post-merger, accompanied by the emergence of new organizational 'fault lines'.
  • Documented a spectrum of staff experiences, including sensing, worry work, positioning, shock, hoping, sharing, holding on, letting go, and moving.

Conclusions:

  • The merger's vision attempts to integrate elements from both distinct pre-merger organizational cultures.
  • Despite cultural convergence, the merger process creates new divisions within the organization, impacting staff integration and overall organizational health.