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Another frequently touted rationale for merger is access to capital. When the arguments are made for the deal, attention is invariably directed to the total asset base of the acquiring organization.
Missing is the simple arithmetic necessary to determine what capital might realistically be available to an acquired or merged organization.
Despite persistent predictions of a merger stampede, a growing number of hospitals and health systems are moving in a fundamentally different direction.
They are seeking the benefits of combined effort without giving up ownership.
Mergers consume energy for a variety of reasons, including the reallocation of authority and designing new organizational structures.Mergers cause organizational attention to focus inward.External threats are ignored and opportunities slip away.In addition, there are considerable legal and financial requirements associated with mergers.The cost of even a relatively straightforward merger is likely to exceed several million dollars.