| | | Document Type | : | Latin Dissertation | | Language of Document | : | English | | Record Number | : | 54636 | | Doc. No | : | TL24590 | | Call number | : | 3244414 | | Main Entry | : | Diana M. Vitale Shaw | | Title & Author | : | A tale of two health care collaborations: A case study of process and changeDiana M. Vitale Shaw | | College | : | Brandeis University, The Heller School for Social Policy and Management | | Date | : | 2007 | | Degree | : | Ph.D. | | student score | : | 2007 | | Page No | : | 152 | | Abstract | : | A critical gap in the literature is the lack of detailed knowledge about the experience of hospitals undergoing the process of collaboration. A primary purpose of this study is to close this gap by gaining a deeper understanding of a hospital's experience living through such a change---i.e., perceptions about key issues, concerns, and performance differences during implementation. Two primary research questions were explored: (1) How do health care organizations undergoing collaboration manage the change process? (2) What are the key success factors for collaboration? Employing a linear-analytic case study methodology (Yin 1994), this research compared the processes of two very different collaborative efforts: the merger of the Beth Israel Hospital and the New England Deaconess Medical Centers into the Beth Israel Deaconess Medical Center (BIDMC) and the alliance of the Brigham and Women's Hospital and the Massachusetts General Hospital into Partners HealthCare System (PHCS). Although both collaborations became successful, the BIDMC collaboration was labeled "cumbersome and inefficient" (Garvin and Roberto 2003). In 2000, four years after the merger, despite a staff of 1200 physicians, annual revenues over one billion, and a very strong reputation for quality, the merged BIDMC hospital was losing up to | | Subject | : | Health and environmental sciences; Beth Israel Deaconess Medical Center; Collaboration; Health care; Hospitals; Partners HealthCare System; Success factors; Corporate culture; Acquisitions & mergers; Alliances; Management of change; Case studies; 0769:Health care | | Added Entry | : | J. A. Chilingerian | | Added Entry | : | Brandeis University, The Heller School for Social Policy and Management |
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http://lib.clisel.com/site/catalogue/54636
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