Cultural cohesion versus collision. A model for facilitating organizational mergers

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.