In recent years, the consolidation of health systems and hospitals has accelerated, creating a larger market impact on health services in local communities in almost every part of the country. The impact and benefit of this organizational consolidation vary, based on the structure and design of these relationships.
Some hospitals are choosing to affiliate as a way to align within their market, taking advantage of size but remaining independent. Other alignments are structured to allow an organization to gain the expertise and market advantages of a prominent health system without relinquishing all local community control. This strategy may be considered as a strategy to prevent or limit Federal Trade Commission scrutiny.
This issue explores the experiences and leadership challenges of hospitals experiencing these changing relationships and organizational models. Whether an affiliation, a merger, or acquisition, these structural changes demand strong leadership with an ability to navigate cultural and operational challenges to achieve the outcomes that were envisioned by governing boards.
What does it mean to be a regional leader for a larger health care system, and how does this differ from individual hospital leadership roles? How do affiliation agreements change the way organizations may think about competition and respond to the health needs of their communities? How do mergers and acquisitions impact organizational culture and frontline staff? What are the implications of mergers on technology decisions? What are the critical leadership competencies an executive needs to successfully lead an organization during and following an acquisition or merger? This issue's focus is on these topics to address the latest trends and help answer these questions.
-Joyce Batcheller, DNP, RN, NEA-BC, FAAN
Guest Editor
-Carol Bradley, MSN, RN, CENP
Guest Editor