Date of Conferral



Doctor of Business Administration (D.B.A.)




Jaime Klein


AbstractIneffective post-merger performance places an organization at financial risk. Health care leaders are concerned with post-merger performance because of the high rate of post-merger failure and the significant economic and social impact that hospitals have on their communities. Grounded in Haspeslagh and Jemison's post acquisition integration framework, the goal of this quantitative ex post facto study was to evaluate the relationship between information technology integration, senior leadership involvement in post-merger integration, and post-merger performance. Secondary data were collected from the Center for Medicare and Medicaid Hospital Compare and the American Hospital Association's annual survey databases for 2018. Data from Irving Levin Associates and the American Hospital Association were used to identify 72 acute care, nonfederal, and general medical-surgery hospitals from the midwestern states of Ohio, Michigan, Illinois, Indiana, and Wisconsin with mergers and acquisitions (M&A) activity between 2013 and 2017. The findings from the multiple regression indicated that senior leadership involvement was statistically significant, F(3, 68) = 15.026, p

Included in

Business Commons