On mergers. A marriage of convenience.

Health Serv J

KPMG.

Published: February 2011

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Background: Across OECD countries, integration between healthcare organisations has become an indispensable part of contemporary healthcare provision. In recent years, inter-organisational collaboration has increasingly been encouraged in health and competition policy at the expense of mergers. Yet, understanding of whether healthcare organisations make an active choice between merging and collaborating is lacking.

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With all due respect, the simple truth is that doctors don't always play well in the sandbox. Add in challenges such as reduced reimbursement, shifting to electronic records, and a merger or acquisition, and you have a recipe for trouble. Think marriage is difficult? Work with unhappy doctors and you'll appreciate the meaning of stress.

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This paper explores interprofessional learning (IPL) and whether it would profit from a more systematic merger with problem-based learning (PBL). IPL is based on the idea of bringing together knowledge from the different health professions as they interact with each other for better health care. PBL springs from the idea of bringing learning closer to the application of knowledge in every day life.

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Stand-alone hospitals often seek more security by joining a system. But those deals, like marriages, don't always work. Concerns over local control and squabbles over finances can break apart the alliances, sometimes leading to legal action.

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