Organizational Boundary-Spanning Management Ability-A Case Study of M Comapny

• Main Authors: Hsueh-Mei Lin, 林雪梅
• Other Authors: Tzu-Chuan Chou
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/58800996337374545144

碩士 === 國立臺灣科技大學 === 管理研究所 === 100 === As the rapid pace of science and communication technology, globalization, growing competition and customers’ requirements on the product and service: lower price, higher quality and customization, enterprises are forced to establish a competitive advantage to respond to the situation; the boundary-spanning management ability to cross their own boundaries to integrate the external and internal resources has become one of essential capabilities for a modern enterprise. Taiwan Bureau of National Health Insurance (BNHI) continues to cut the health insurance reimbursement, hospitals still need to maintain their quality of care to ensure people's health. In response to the continuous health insurance payment cut, hospitals require the healthcare companies to decrease prices, at the same time these companies still have to provide high standard quality of products and logistics services, such as on-time delivery. In this highly competitive environment of the medical industry, hospitals have leveraged external resources to handle non-medical function such as clean and miscellaneous service; and healthcare companies also outsource more and more logistics services such as customs declaration to customs brokers, products delivery to shipping companies, and order processing and warehousing to the third-party logistics companies (3PL). Hospitals and healthcare companies have created a healthy and prosperous healthcare business eco-system with the boundary-spanning management ability via collaboration with external organizations. The case study presents how a healthcare company develops its boundary-spanning management ability through the development of its supply chain management department (SCM). At beginning, the SCM handles all logistics function by itself, then outsources logistics activities phase by phase via modularity, and builds up partnership with outside organizations through collaboration. More and more outsourcing vendors such as customs brokers, shipping companies and third-party logistics companies join; as a result, the case company is developed from a single organization to a leading company of a business ecosystem. The research comes out two major conclusions from the observation and analysis on the development of the supply chain management department of the case company and summarizes as follows: Conclusion 1: boundary-spanning management ability is evolved Conclusion 2: boundary-spanning management ability is from three major capabilities: modularity ability collaboration ability business ecosystem management ability