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Zorggroep: merging five Dutch healthcare organizations: the learning process

Author: Cagna, Anne-Marie ; D'Aunno, Thomas ; Gilmartin, MattiaINSEAD Area: Organisational BehaviourPublisher: Fontainebleau : INSEAD, 2008.Language: EnglishDescription: 21 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: In response to changing demographic and financing trends, this case describes the process used by the senior managers of five nursing and residential care facilities in the Noord Limberg region of Holland. This case highlights the role of shared organizational goals, managerial autonomy and collaboration, and organizational governance and design as key factors used to promote the successful merger of five organizations with a history of competition in a small market area.Pedagogical Objectives: This case enables participants to: 1) Identify management tactics to promote successful post-merger collaboration; 2) Analyse the role of power and politics in aligning managerial interests to promote merger success; 3) Compare and contrast financial and organizational motives driving merger decisions.
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Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>

This case enables participants to: 1) Identify management tactics to promote successful post-merger collaboration; 2) Analyse the role of power and politics in aligning managerial interests to promote merger success; 3) Compare and contrast financial and organizational motives driving merger decisions.

In response to changing demographic and financing trends, this case describes the process used by the senior managers of five nursing and residential care facilities in the Noord Limberg region of Holland. This case highlights the role of shared organizational goals, managerial autonomy and collaboration, and organizational governance and design as key factors used to promote the successful merger of five organizations with a history of competition in a small market area.

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