An investigation into the level and impact of merger activity amongst hospitals in the UK's National Health Service

Since 1990 the National Health Service (NHS) has undergone a sustained period of change. This change has been necessary to prepare the NHS for the task of meeting a demand for services that continues to rise more rapidly than the availability of resources. Anecdotal evidence suggests that one of the...

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Bibliographic Details
Published in:	Journal of health organization and management 2003, Vol.17 (1), p.6-24
Main Authors:	Cereste, Marco, Doherty, Neil F., Travers, Cheryl J.
Format:	Article
Language:	eng
Subjects:	Acquisitions & mergers Alliances Community health care Effectiveness Efficiency, Organizational Health administration Health care Health Facility Merger Health services Health Services Research Hospitals Hospitals, Public - organization & administration Mergers National Health Service National health services Polls & surveys Private Sector Public sector Quality of service R&D Research & development State Medicine - organization & administration Statistical analysis Strategic planning Studies Surveys Trusts United Kingdom
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Summary:	Since 1990 the National Health Service (NHS) has undergone a sustained period of change. This change has been necessary to prepare the NHS for the task of meeting a demand for services that continues to rise more rapidly than the availability of resources. Anecdotal evidence suggests that one of the most popular ways for trusts to improve their ability to meet demand is through mergers with other trusts. However, little rigorous research has been conducted to assess the extent or effectiveness of this strategy. A research project was, therefore, initiated to better understand the extent and impact of merger activity within the NHS. A questionnaire was developed and distributed to the chief executive, finance director, medical director and human resources director in all the 460 trusts that are currently members of the NHS confederation. In total the survey generated 459 responses out of a possible total of 1,840; an encouraging response rate of 25 per cent. The results of this research provide significant new evidence that "merger mania" has taken hold within the NHS. While 46 per cent of all responding trusts indicated that they had already merged, are actively involved in a merger, proposing to merge or are talking to prospective partners, a further 18.7 per cent of all trusts are forming strategic alliances rather than opting for a full merger. The dominant justification for merging are the beliefs that it will facilitate the reconfiguration of services and ultimately improve patient care. The paper concludes with a discussion of the significance of these results, before making recommendations with regard to their implications for future merger activity within the NHS.
ISSN:	1477-7266 1758-7247