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

Claudia M Witt1 University Hospital Zurich, Institute for Complementary and Integrative Medicine, Zurich, Switzerland;2 Institute for Social Medicine, Epidemiology and Health Economics, Charité-Universitätsmedizin, Berlin, Germany;3 University of Maryland School of Medicine, Center for Integrative Medicine, Baltimore, Maryland, USACorrespondence[email protected]

Marion Pérard2 Institute for Social Medicine, Epidemiology and Health Economics, Charité-Universitätsmedizin, Berlin, Germany

Brian Berman3 University of Maryland School of Medicine, Center for Integrative Medicine, Baltimore, Maryland, USA;4 The Institute for Integrative Health, Baltimore, USA

Susan Berman4 The Institute for Integrative Health, Baltimore, USA

Timothy C Birdsall5 Cancer Treatment Centers of America, Goodyear, Arizona, USA

Horst Defren6 Kliniken Essen Mitte, Evang, Huyssen-Stiftung/Knappschaft GmbH Patientenmanagement, Essen, Germany

Sherko Kümmel7 Department of Senology, Breast Center, Kliniken Essen-Mitte, Evang. Huyssens Stiftung, Knappschaft GmbH, Essen, Germany

Gary Deng8 Memorial Sloan-Kettering Cancer Center, New York, USA

Gustav Dobos9 Department of Internal and Integrative Medicine, Kliniken Essen-Mitte, Academic Teaching Hospital of the University of Duisburg-Essen, Germany

Atje Drexler10 Robert Bosch Foundation GmbH, Stuttgart, Germany

Christine Holmberg2 Institute for Social Medicine, Epidemiology and Health Economics, Charité-Universitätsmedizin, Berlin, Germany

Markus Horneber11 Department of Internal Medicine, Division of Oncology and Hematology, Paracelsus Medical University, Klinikum Nürnberg, Germany

Robert Jütte9 Department of Internal and Integrative Medicine, Kliniken Essen-Mitte, Academic Teaching Hospital of the University of Duisburg-Essen, Germany

Lori Knutson12 Integrative Healthcare Solutions, Minneapolis, Minnesota, USA

Christopher Kummer13 Institute of Mergers, Acquisitions and Alliances (IMAA), Zurich, Switzerland

Susanne Volpers14 Frauenselbsthilfe nach Krebs, Bonn, Germany

David Schweiger15 Schweiger, Schweiger & Associates, Hilton Head Island, South Carolina, USA

show all

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

Articles from other publishers (17)

Information for

Open access

Opportunities

Help and information

Your download is now in progress and you may close this window

Login or register to access this feature

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

Citations (17)

Articles from other publishers (17)

Related research

To cite this article:

Download citation

Information for

Open access

Opportunities

Help and information

Keep up to date