ArticlePatient preference and adherence2015
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.
Article in Patient preference and adherence, 2015. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 8 papers.
What it found
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
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Who cites it
8 citing papers in PubMed.
- Integrative medicine and health in undergraduate and postgraduate medical education.GMS journal for medical education · 2021Article
- Comparative analysis of resource utilization in integrative anthroposophic and all German pediatric inpatient departments.BMC health services research · 2020Article
- Do patients of integrative anthroposophic pediatric inpatient departments differ? Comparative analysis to all pediatric inpatients in Germany considering demographic and clinical characteristics.BMC public health · 2019Article
- Comparison of integrative medicine centers in the USA and Germany: a mixed method study.Supportive care in cancer : official journal of the Multinational Association of Supportive Care in Cancer · 2017Article
- Patients' Preference for Integrating Homoeopathy Services within the Secondary Health Care Settings in India: The Part 3 (PPIH-3) Study.Journal of evidence-based complementary & alternative medicine · 2017Article
- MERGING conventional and complementary medicine in a clinic department - a theoretical model and practical recommendations.BMC complementary and alternative medicine · 2015Article
- Practitioner Perspectives on Delivering Integrative Medicine in a Large, Acute Care Hospital.Evidence-based complementary and alternative medicine : eCAM · 2015Article
- Evaluation of an Integrative Care Program in Pediatric Oncology.Integrative cancer therapiesArticle
Corrections and comments
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Authors and funding
17 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
backgroundAn 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.
methodsA 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.
resultsResults 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).
conclusionThe 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.
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