The international development institutions and regionalism: the case of South-East Asia

Why is it that the World Bank has failed to effectively incorporate theimpact of regionalisation within its economic development strategies andpolicy advice for borrowing countries? This is an interesting puzzle given theincreasing importance that scholarly observers, policy practitioners anddevelopment agencies have attached to regionalism and regionalisation inrecent years. In the fiscal years 19952005, the World Bank provided onlyUS$1.7 billion in support for regional (or multi-country) operations acrossthe globe*/this is less than 1 percent of its project and other funding overall.In South-East Asia, while the Asian Development Bank has had aparticularly strong engagement with regionalism, the World Bank hasonly recently started to come on board with regional analysis and programs.The article proposes that the gap is due to a combination of institutional andideological factors, and explores this proposition through a study of theWorld Bank in Vietnam

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

Background: An increasing number of clinics offer complementary or integrative medicine services; however, clear guidance about how complementary medicine could be successfully and efficiently integrated into conventional health care settings is still lacking. Combining conventional and complementary medicine into integrative medicine can be regarded as a kind of merger. In a merger, two or more organizations - usually companies - are combined into one in order to strengthen the companies financially and strategically. The corporate culture of both merger partners has an important influence on the integration. Purpose: The aim of this project was to transfer the concept of corporate culture in mergers to the merging of two medical systems. Methods: A two-step approach (literature analyses and expert consensus procedure) was used to develop practical guidance for the development of a cultural basis for integrative medicine, based on the framework of corporate culture in “mergers,” which could be used to build an integrative medicine department or integrative medicine service. Results: Results include recommendations for general strategic dimensions (definition of the medical model, motivation for integration, clarification of the available resources, development of the integration team, and development of a communication strategy), and recommendations to overcome cultural differences (the clinic environment, the professional language, the professional image, and the implementation of evidence-based medicine). Conclusion: The framework of mergers in corporate culture provides an understanding of the difficulties involved in integrative medicine projects. The specific recommendations provide a good basis for more efficient implementation