| Summary: | 碩士 === 雲林科技大學 === 企業管理系碩士班 === 98 === ABSTRACT
New medical payment methods have continued to be introduced since the implementation of National Health Insurance in the medical industry. Coupled with changes in public awareness, improvement in medical service and quality has become the core operation philosophy of all hospitals. However, after the go-live of Global Budget Payment System, hospitals regardless of scale have suffered from different levels of impact. Managing a hospital is like skating over thin ice, and under the environment with limited resources, many community hospitals are facing severe challenges against sustainable operation.
The hospital in this case study is a middle-scaled community hospital well known to the local people, and has been operated well with good performance. Under the above mentioned challenges,the hospital established a strategic alliance with a medical center. This study explores how the case hospital confronts and efficiently resolves the organizational issues after the strategic alliance, and covers reasons of the strategic alliance, processes of organizational changes, benefits of the organization from the alliance, and the impact on organizational performance.
Case study approach is taken in this research, with data source mainly from interviews and secondary data collection. During the transition of changes, management team is the critical bridge and physicians are core to the hospital. Therefore the interviews focus on managing directors and physicians,coupled with selected employees of the hospital.Through the data collection from interviews and qualitative analysis from secondary data, the study presents how the strategic alliance influences organizational changes and performance of the case hospital.
Changes to the external environment, ie, the health care system, triggers strategic alliance of the case hospital. However, the key factor that leads to this strategic alliance is the philosophy of Sustainable Operation. An open and honest organization commitment helps reduce employees’ resistance to change, induce positive thinking, and achieve organizational result. After the strategic alliance, in addition to business growth, there are added values such as lower transaction costs, business risk reduction, enhancement in staff knowledge and skill, promotion of brand, institutionalization of medical management, and complementation of resources such as information alliance, referral, equipment utilization, and most of all the mutual support of the physicians.
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