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The major universities offering health sciences education in New Jersey were restructured in a 2012 legislative act. The plan evolved from a limited transfer of one medical school to a complete integration of two large entities. We describe how this evolution occurred and how leaders of the combined organization implemented the plan, especially considering an unexpected deficit in one of the largest operating units. This case study is a companion to an article analyzing the integration, and illustrates common means to achieve performance improvements in any merger.

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Douglas J. Miller

Douglas J. Miller

Rutgers University

Doug Miller is an Associate Professor in the Department of Management & Global Business at Rutgers Business School-Newark and New Brunswick. His research on corporate strategy has been published in leading management journals, covering such topics as diversification...

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Cynthia Golembeski

Cynthia Golembeski

Rutgers University

Cynthia Golembeski is a Law Student as well as a Doctoral Student in the School of Public Affairs and Administration at Rutgers University. She holds a master's degree in public health from Columbia University and an undergraduate degree from UC Berkeley. She is...

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