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Change Leadership During Hospital Mergers: A Case Study of the Formation of Alberta Health Services

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  • Marcia A. Docherty

Abstract

In the spring of 2008, the Alberta government consolidated nine health regions and three provincial programmes to become the largest health authority in Canada. The Chief Executive Officer (CEO) hired to lead this new organization was terminated with less than 2 years in the position. This document review explores the political and organizational issues that resulted in the termination of the CEO and illustrates that: ( i ) Physicians are able to leverage significant public support for their agendas; ( ii ) Effective change management must recognize and address front-line staff; and ( iii ) Research on the benefits of hospital consolidation is weak.

Suggested Citation

  • Marcia A. Docherty, 2014. "Change Leadership During Hospital Mergers: A Case Study of the Formation of Alberta Health Services," South Asian Journal of Business and Management Cases, , vol. 3(1), pages 77-87, June.
    • Handle: RePEc:sae:sajbmc:v:3:y:2014:i:1:p:77-87
    DOI: 10.1177/2277977914525285
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    References listed on IDEAS

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    1. Dranove, David & Lindrooth, Richard, 2003. "Hospital consolidation and costs: another look at the evidence," Journal of Health Economics, Elsevier, vol. 22(6), pages 983-997, November.
    2. Ryan Mutter & Patrick Romano & Herbert Wong, 2011. "The Effects of US Hospital Consolidations on Hospital Quality," International Journal of the Economics of Business, Taylor & Francis Journals, vol. 18(1), pages 109-126.
    3. Ho, Vivian & Hamilton, Barton H., 2000. "Hospital mergers and acquisitions: does market consolidation harm patients?," Journal of Health Economics, Elsevier, vol. 19(5), pages 767-791, September.
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