dc.contributor.author
Witt, Claudia M.
dc.contributor.author
Pérard, Marion
dc.contributor.author
Berman, Brian
dc.contributor.author
Berman, Susan
dc.contributor.author
Birdsall, Timothy C.
dc.contributor.author
Defren, Horst
dc.contributor.author
Kümmel, Sherko
dc.contributor.author
Deng, Gary
dc.contributor.author
Dobos, Gustav
dc.contributor.author
Drexler, Atje
dc.contributor.author
Holmberg, Christine
dc.contributor.author
Horneber, Markus
dc.contributor.author
Jütte, Robert
dc.contributor.author
Knutson, Lori
dc.contributor.author
Kummer, Christopher
dc.contributor.author
Volpers, Susanne
dc.contributor.author
Schweiger, David
dc.date.accessioned
2018-06-08T03:13:50Z
dc.date.available
2015-03-12T11:01:54.877Z
dc.identifier.uri
https://refubium.fu-berlin.de/handle/fub188/14736
dc.identifier.uri
http://dx.doi.org/10.17169/refubium-18926
dc.description.abstract
Background: An increasing number of clinics offer complementary or integrative
medicine services; however, clear guidance about how complementary medicine
could be successfully and efficiently integrated into conventional health care
settings is still lacking. Combining conventional and complementary medicine
into integrative medicine can be regarded as a kind of merger. In a merger,
two or more organizations - usually companies - are combined into one in order
to strengthen the companies financially and strategically. The corporate
culture of both merger partners has an important influence on the integration.
Purpose: The aim of this project was to transfer the concept of corporate
culture in mergers to the merging of two medical systems. Methods: A two-step
approach (literature analyses and expert consensus procedure) was used to
develop practical guidance for the development of a cultural basis for
integrative medicine, based on the framework of corporate culture in
“mergers,” which could be used to build an integrative medicine department or
integrative medicine service. Results: Results include recommendations for
general strategic dimensions (definition of the medical model, motivation for
integration, clarification of the available resources, development of the
integration team, and development of a communication strategy), and
recommendations to overcome cultural differences (the clinic environment, the
professional language, the professional image, and the implementation of
evidence-based medicine). Conclusion: The framework of mergers in corporate
culture provides an understanding of the difficulties involved in integrative
medicine projects. The specific recommendations provide a good basis for more
efficient implementation.
en
dc.rights.uri
http://creativecommons.org/licenses/by-nc/3.0/us/
dc.subject.ddc
600 Technik, Medizin, angewandte Wissenschaften::610 Medizin und Gesundheit
dc.title
Using the framework of corporate culture in "mergers" to support the
development of a cultural basis for integrative medicine - guidance for
building an integrative medicine department or service
dc.type
Wissenschaftlicher Artikel
dcterms.bibliographicCitation
Patient Preference and Adherence. - 9 (2015), S. 113—120
dcterms.bibliographicCitation.doi
10.2147/PPA.S66778
dcterms.bibliographicCitation.url
http://dx.doi.org/10.2147/PPA.S66778
refubium.affiliation
Charité - Universitätsmedizin Berlin
de
refubium.mycore.fudocsId
FUDOCS_document_000000022031
refubium.note.author
Der Artikel wurde in einer Open-Access-Zeitschrift publiziert.
refubium.resourceType.isindependentpub
no
refubium.mycore.derivateId
FUDOCS_derivate_000000004662
dcterms.accessRights.openaire
open access