Cultural Impacts of Merging Two Different Health Care Institutions (Research Paper Sample)

Cultural Impacts of Merging Two Different Health Care Institutions
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Cultural Impacts of Merging Two Different Health Care Institutions
Introduction
Growth is vital for maintaining the dynamics, viability, and value-promoting ability of an organization. A growth-focused organization is not only capable of attracting the most productive clients, but retaining them as well. As Goetz and Watkins (2008) denote, growth yields profits and increases shareholder value, with firms augmenting this aspect by integrating operations through mergers. Mergers and acquisitions, for that reason, are quickly becoming vital components of business strategy, as they extend product lines and provide a means of acquiring a competitive edge in the market niche. Like in the two organizations in the merger, dealing with the change events necessitates not only considering the behaviors, but equal incorporation of the ensuing outcomes and behavior drivers too (Gardine & Kosmitzki, 2008). Once the business dynamics of the merger are complete and productive course defined, the focus shifts to a crucial operational line: integration. Considering that the desirable outcomes of the new enterprise rely heavily on the structural underpinnings of the two healthcare organizations, the degree of alignment is crucial for total assimilation into the acquirer.