Camelot or common sense? The logic behind the UCSF/Stanford merger

Health Affairs

Volumn 18, Issue 2, 1999, Pages 144-148

  Van Etten, Peter ^a  

^a STANFORD UNIVERSITY MEDICAL CENTER   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

ARTICLE; HEALTH CARE FACILITY; HUMAN; ORGANIZATION; ORGANIZATION AND MANAGEMENT; UNITED STATES; UNIVERSITY HOSPITAL;

ACADEMIC MEDICAL CENTERS; CALIFORNIA; HEALTH FACILITY MERGER; HUMANS; ORGANIZATIONAL CULTURE; ORGANIZATIONAL OBJECTIVES; SAN FRANCISCO;

EID: 0033093464     PISSN: 02782715     EISSN: None     Source Type: Journal    
DOI: 10.1377/hlthaff.18.2.143     Document Type: Article

References (3)

1. University Health System Consortium, "Research Projects Focus on Five Key Areas," UHC News (January/February 1998): 1.
2. Health Care Advisory Board, The Great Product Enterprise: Future State for the American Health System (Washington: Advisory Board Company, 1997), 15.
3. K. Krauss and J. Smith, "Rejecting Conventional Wisdom: How Academic Medical Centers Can Regain Their Leadership Positions," Academic Medicine 72, no. 7 (1997): 571.