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博碩士論文 etd-0823105-182729 詳細資訊
Title page for etd-0823105-182729
論文名稱
Title
醫院多角化經營策略─以南部某社區醫院為例
Diversification of Hospital-A case study of Hospital J
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
55
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2005-05-27
繳交日期
Date of Submission
2005-08-23
關鍵字
Keywords
SWOT分析、多角化、醫療產業
Hospital industry, SWOT analysis, diversification
統計
Statistics
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中文摘要
醫療產業由於健保給付制度年年虧損,為控制醫療費用的成長,實施總額預算,各醫院應著健保制的改變,獲利遽降,不斷的在調整經營策略。實際上危機即轉機,醫療市場也正在重新洗牌,醫院在擬定未來策略時,除了考量到「醫院的未來」之外,更重要的是:要讓醫院成為「未來的醫院」方向去思考,此篇論文主要就是藉由醫院多角化的思考評估,找尋醫院永續經營之道。
在受訪醫院中,對多角化經營均採正面的觀點,對醫院也產生相當的綜效。但大都是以核心科目與醫療產業相關的多角化為主,尤其中大型醫院多角化的比率更高,只是程度不同,畢竟就企業觀點來看,本身核心產業一定有成長到盡頭的一天。因此,企業不能苦守核心競爭力,而必須延伸本身的競爭力到其他新興產業。換言之,就是以核心競爭力為多角化基礎的策略。事實上,不多角化就必須走上衰落之路,企業如此,醫療產業亦然。
由醫院SWOT分析,擬定可行之多角化方案時必須考量,在目前醫療市場中,有哪些做的比其他同業好?為多角化成功需要哪些資源?該院可提供資源為何?多角化是產生綜效?還是降低了醫院的價值?可從多角化中學習到什麼?
其中,大多與本業高度相關,主要以現有人力資源及內部發展策略進入,希望由原本核心科目,再創另一個核心科目,由具競爭力的科目發展多角化成功機率較高。部分相關聯則採合資、策略聯盟或綜效式購併策略。與本業低度相關則採異業合作,對外招募新團隊方式進入。
多角化最怕為多角化而多角化,而每一個醫院特性不同,同樣的多角化在A醫院可行,在B醫院可能行不通。此篇論文希望提供已多角化的醫院,重新審視自己的多角化,由此可知為何多角化能成功或失敗!對正要多角化的醫院提供一可遵循的評估方向,找到與本業高度相關且符合自己核心科目為基礎的多角化,才會有較高的成功機會。
Abstract
The troublesome Taiwan medical care system is at the brim of bankruptcy. The system was forced to control the growth of its pay to hospital, thus jeopardize the industry. Hospitals have to formulate strategies to respond to the environment changes, and to reshape themselves to be a “future hospital”. This dissertation is about the way for hospital management through diversification.
Hospitals which I interviewed have positive attitudes to diversification, they think that it provide synergic effect for their business. Among the cases that I studied, diversification are made based on the hospital’s core competences and always related to health care or medicine. Companies are always changing their business model to survive, learning more to reinforce their core competence, extending their competitive advantages to emerging industries, and so must the hospitals do.
A SWOT analysis based on hospital J has been made, followed by feasibility study on the following questions:
What are our advantages compared to competitors?
What resources do we need for diversification?
What resources can hospital J provide?
Dose diversification generate synergic effects or decrease the hospital’s value?
What can we learn through diversification?
The candidate businesses that I proposed for diversification are highly related to hospital J’s core business and can be conducted by its existing human resources.A future core business is likely to be created through the extension of existing competitive advantages. Diversification by extension of related core business can be done through joint-venture, strategic alliance or synergistically merging. Diversification to less core business related area are arranged by co-operation with non-hospital company or recruiting new employee who have experience in the new field. There must be evaluation prior to diversification, hospitals diversify their businesses with different competitive advantages have different scenario. I hope that this dissertation can be a valuable reference to hospitals those have already made their diversification and those are under their way for diversifying their businesses.
目次 Table of Contents
論文提要...........................................................i
中文摘要...........................................................ii
英文摘要..........................................................iii
目錄...............................................................iv
圖目錄.............................................................v
第一章 緒論........................................................1
第一節 研究動機與目的..........................................1
第二節 研究方法與流程..........................................1
第二章 文獻探討與研究架構..........................................3
第一節 多角化目的..............................................3
第二節 多角化評估..............................................7
第三節 多角化進入策略..........................................10
第四節 研究架構與模式..........................................14
第三章 醫療產業現況分析............................................15
第一節 原有....................................................15
第二節 新領域..................................................27
第四章 個案分析....................................................28
第一節 個案醫院簡介............................................28
第二節 SWOT分析其核心優勢及發展方向........................... 30
第三節 多角化可行方案之評估....................................37
第四節 多角化領域-評估進入策略分析.............................41
第五節 整體評估多角化策略......................................43
第五章 結論與建議..................................................45
參考文獻...........................................................47
圖目錄
圖1-1 研究流程圖..................................................2
圖2-1 BCG 佔有率模式:成長率模式...................................4
圖2-2 多角化程度與企業價值關係....................................7
圖2-3 多角化範圍:資源及能力關聯性.................................10
圖2-4 醫院多角化研究架構..........................................16
圖3-1 醫院多角化服務架構圖........................................19
參考文獻 References
、中文部分
1.方至民,2000,企業競爭優勢,台北:前程企管。
2.王復蘇,2001,創造醫院奇蹟,台北:復御管理。
3.劉興寬,2002,醫院策略管理,台北:普田企管。
4.張瓊娥,1990,醫院因應醫療環境變遷之策略規劃研究─以兩家大型私立醫院為例,中國醫藥學院醫務管理研究所碩士論文。
5.劉碧珠,2001,台灣醫院多角化經營之調查研究,國立台北護理學院醫護管理研究所碩士論文。
6.廖子誠,2002,署立醫院經營策略之探討─以署立屏東醫院為例,高雄國立中山大學,企業管理學系研究所碩士論文。
二、英文部分
1. Aaker,D.(1998)”Strategic Market Management”, NY: John Wiley &
Sons.
2. Bartlett,C.A. & Ghoshal.S.(2000)”Transnational Management”,
Chicago:Irwin.
3. Collis,D.J.& Montgomery, C.A.(1995)”Competing on Resources:
Strategy in the 1990s”, Harvard Business Review,73,No.4:118-128.
4. D’Aveni,R.A.(1994)”Hypercompetition”,NY: The Free Press.
5. Gary Hamel & Gary Getz.(2004)”Funding Growth in an Age of
Austerity”, Harvard Business Review,35,No.8:62-71.
6. Hill,C.W.L.& Jone,G.R.(1998)”Strategic Management Theory”
Boston:Houghton Mifflin.
7. Hitt,M.A.Ireland,M.A.(1990)”Strategic Management”,Cincinnati:
SouthWestern
8. Markides,C.C.(1995)”Diversification, Restructuring and Economic
Performance”,Strategic Management Journal, 16:101-108.
9. Markides,C.C.(1997)”To Diversify or not to Diversify”,Harvard
Business Review,75,No.6:93-99.
10. Porter,M.E.(1985)”Competitive Advantage”,N.Y:Free press.
11.Porter,M.E.(1990)”The Competitive Advantage of Nations”, NY:
Free press.
12.Porter,M.E.(1996)”What is Stratergy?”,Harvard Business
Review,74,No.6:61-68.
13.Stalk,G.(1988)”Time-The Next Source of Competitive Advantage”
Harvard Business Reviwe,Jul-Aug.
14.Wheelwright,S.C.& Clark,K.B.(1995)”Leading Product
Development”,NY:The Free Press.
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