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題名 Benefiting from networks by occupying central position
作者 彭朱如;羅芳怡;林金賢;于卓民
Peng, Tzu-Ju Ann ; Lo, FY; Lin, CS; Yu, CM
日期 2006-01
上傳時間 25-十一月-2008 10:14:49 (UTC+8)
摘要 At issue is whether network resources imply some resources available to all members in networks or available only to those occupying structurally central positions in networks. In this article, two conceptual models, the additive and interaction models of the firm, are empirically tested regarding the impact of hospital resources, network resources, and centrality on hospital performance in the Taiwan health care industry. The results demonstrate that: (1) in the additive model, hospital resources and centrality independently affect performance, whereas network resources do not; and (2) no evidence supports the interaction effect of centrality and resources on performance. Based on our findings in Taiwanese practices, the extent to which the resources are acquired externally from networks, we suggest that while adopting interorganizational strategies, hospitals should clearly identify those important resources that reside in-house and those transferred from network partners. How hospitals access resources from central positions is more important than what network resources can hospitals acquire from networks. Hospitals should improve performance by exploiting its in-house resources rather than obtaining network resources externally. In addition, hospitals should not only invest in hospital resources for better performance but should also move to central positions in networks to benefit from collaborations.
關聯 Health Care Management Review, 31(4), 317-327
資料類型 article
dc.creator (作者) 彭朱如;羅芳怡;林金賢;于卓民zh_TW
dc.creator (作者) Peng, Tzu-Ju Ann ; Lo, FY; Lin, CS; Yu, CM-
dc.date (日期) 2006-01en_US
dc.date.accessioned 25-十一月-2008 10:14:49 (UTC+8)-
dc.date.available 25-十一月-2008 10:14:49 (UTC+8)-
dc.date.issued (上傳時間) 25-十一月-2008 10:14:49 (UTC+8)-
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/10088-
dc.description.abstract (摘要) At issue is whether network resources imply some resources available to all members in networks or available only to those occupying structurally central positions in networks. In this article, two conceptual models, the additive and interaction models of the firm, are empirically tested regarding the impact of hospital resources, network resources, and centrality on hospital performance in the Taiwan health care industry. The results demonstrate that: (1) in the additive model, hospital resources and centrality independently affect performance, whereas network resources do not; and (2) no evidence supports the interaction effect of centrality and resources on performance. Based on our findings in Taiwanese practices, the extent to which the resources are acquired externally from networks, we suggest that while adopting interorganizational strategies, hospitals should clearly identify those important resources that reside in-house and those transferred from network partners. How hospitals access resources from central positions is more important than what network resources can hospitals acquire from networks. Hospitals should improve performance by exploiting its in-house resources rather than obtaining network resources externally. In addition, hospitals should not only invest in hospital resources for better performance but should also move to central positions in networks to benefit from collaborations.-
dc.format application/en_US
dc.language enen_US
dc.language en-USen_US
dc.language.iso en_US-
dc.relation (關聯) Health Care Management Review, 31(4), 317-327en_US
dc.title (題名) Benefiting from networks by occupying central positionen_US
dc.type (資料類型) articleen