Getting cold feet?

Roos, Anne‐Fleur; Postma, Jeroen

doi:10.1097/hmr.0000000000000060

Cited by 9 publications

(3 citation statements)

References 29 publications

(33 reference statements)

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“…49 Comparably, abandonment of mergers has been reported in the Netherlands. 57 In the Netherlands, following the first prohibition of a merger in 2015, stricter hospital merger enforcement was announced by the Dutch competition authority in 20 December17. 13 Stricter legislation is being prepared to back up this approach 58 Second, we are seeing an increased tendency to promote collaboration in healthcare across a number of countries.…”

Section: Policy Developmentsmentioning

confidence: 99%

“…In the United States, for example, the Federal Trade Commission prevailed in four recently litigated cases of mergers between healthcare providers, and as a result several other healthcare providers have abandoned planned mergers 49 . Comparably, abandonment of mergers has been reported in the Netherlands 57 . In the Netherlands, following the first prohibition of a merger in 2015, stricter hospital merger enforcement was announced by the Dutch competition authority in 20 December17 13 .…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Reasons for merging and collaborating in healthcare: Marriage or living apart together?

van der Schors,

Roos,

Kemp

et al. 2023

Health Planning & Management

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BackgroundAcross OECD countries, integration between healthcare organisations has become an indispensable part of contemporary healthcare provision. In recent years, inter‐organisational collaboration has increasingly been encouraged in health and competition policy at the expense of mergers. Yet, understanding of whether healthcare organisations make an active choice between merging and collaborating is lacking. Hence, this study systematically examines (i) healthcare executives' motives for integration, (ii) their potential trade‐offs between collaborating or merging, and (iii) the barriers to collaborating perceived by them.MethodsEarly 2019, an online questionnaire was conducted among a nationwide panel of 714 healthcare executives in the Netherlands. Because of their strategic position within healthcare organisations as end‐responsible managers, healthcare executives are especially suited to provide broad and in‐depth knowledge on the internal and external processes and decisions. Three hundred thirty‐seven Dutch healthcare executives completed the questionnaire (response rate 47%). This study sample was representative of the largest healthcare sectors in the Netherlands. In total, 137 mergers and 235 inter‐organisational collaborations were reported. Both closed questions and open‐ended questions were systematically analysed.ResultsImproving or broadening healthcare provision is the foremost motive for mergers as well as inter‐organisational collaborations. When considering both types, reducing governance complexity is one of the decisive reasons to opt for a merger, whereas aversion towards a full merger and lack of support base within the own organisation convinced healthcare executives to choose for a collaboration. When comparing specific healthcare sectors, the overlap in pursued motives and sub‐motives indicates that inter‐organisational collaborations and mergers are used for comparable objectives. Only a small minority of the responding executives switched between both types of integration. Institutional barriers, such as laws, regulations and financing regimes, appear to be the most restricting for healthcare executives to engage in inter‐organisational collaborations.ConclusionsOur integral approach and systematic comparison across sectors could serve policymakers, regulators and healthcare providers in aligning organisational objectives and societal objectives in decision‐making on collaborations and mergers. Future research is recommended to study multiple collaboration and merger cases qualitatively for a detailed examination of decision‐making by healthcare executives, and develop an integral assessment framework for balancing collaborations and mergers based on their effects in the medium to long term.

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Section: Policy Developmentsmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Reasons for merging and collaborating in healthcare: Marriage or living apart together?

van der Schors,

Roos,

Kemp

et al. 2023

Health Planning & Management

View full text Add to dashboard Cite

show abstract

“…However, the fact that these effects emerged in all cases makes it unlikely that they are solely the result of confirmation bias. Lastly, although Dutch hospitals have been studied in the health care management and hospital merger field (e.g., Postma & Roos, 2016; Roos & Postma, 2016), the specifics of the Dutch health care system limits the generalizability of our (quantitative) results to other settings. However, our quantitative results are consistent with findings from other settings.…”

Section: Limitationsmentioning

confidence: 99%

If you say so

Westra

Angeli

Kemp

et al. 2020

Health Care Manage Rev

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Acquirers’ corporate governance ratings and the likelihood of deal completion: Do stakeholders care about the agency hazards of European cross-border acquirers?

Waqar,

2023

Rev Manag Sci

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Getting cold feet?

Abstract: To minimize the organizational and societal costs of abandoned mergers, we advise executives who engage in mergers to construct backup plans with alternative strategies in case the merger is abandoned and to conduct a thorough analysis of pros and cons before the merger.

Cited by 9 publications

References 29 publications

Reasons for merging and collaborating in healthcare: Marriage or living apart together?

Reasons for merging and collaborating in healthcare: Marriage or living apart together?

If you say so

Acquirers’ corporate governance ratings and the likelihood of deal completion: Do stakeholders care about the agency hazards of European cross-border acquirers?

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