| Summary: | 碩士 === 臺北醫學大學 === 醫務管理學系 === 91 === In recent years, due to financial pressure from the National Health Insurance and the implementation of the Global budget payment system, the competition among hospitals increase drastically. How to precisely evaluate hospital’s ability and adopt suitable management strategies became an important issue facing hospital administrators. The balanced scorecard presented by Kaplan and Norton in 1990 provides a framework for managing strategy that translates organizational visions and strategies into four dimensions of performance evaluations: financial, customer, internal business process, and learning and growth.
The purpose of this research was to explore the relationship between the strategic typology of hospitals and their perspectives of performance evaluation indicators. We used a structured questionnaire to survey hospitals administrators of medical centers, regional hospitals, and district teaching hospitals in Taiwan, 126 in total. In the end, 70 valid questionnaires (a response rate of 55.6%) were obtained. Chi-square test, Pearson correlation, ANOVA, and Tukey’s test were used to analyze the data.
Results showed that 51.4% of the sample hospitals adopted the analyzer strategy, followed by the prospector strategy (18.6%), the defender strategy (15.7%), and then the reactor strategy (14.3%). Strategic typology had significantly influenced hospital administrators’ viewpoints on the availability of data in three dimensions: customers, internal business process, and learning and growth. Hospitals who adopted the defender strategy considered that it was difficult to collect data in the aforementioned three dimensions.
There were three suggestions: first, Department of Health may apply the concepts of the balanced scorecard on the hospital accreditation. Second, hospital administrators should pay more attention to the performance evaluation indicators with respect to customers and learning and growth. Additionally, when designing performance evaluation indicators, hospital administrators need to associate them with their strategies. Third, future researchers may use a longitudinal study design to study the impact of changing healthcare environment on hospital strategies.
|
|---|
