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題名 非營利癌症醫療機構突破困境及永續經營策略-S醫院之個案分析-
The strategies of a non-profit cancer medical institution for breaking through challenges and achieving sustainability: A case study of the S Cancer Center
作者 黃國埕
Huang, Kuo-Cheng
貢獻者 彭朱如
黃國埕
Huang, Kuo-Cheng
關鍵詞 非營利癌症醫療機構
病人就醫歷程
品牌再造
永續經營策略
Non-profit cancer medical institution
patient journey
rebranding
sustainable operation strategy
日期 2024
上傳時間 5-Aug-2024 12:34:47 (UTC+8)
摘要 癌症治療是高度個人化及複雜的。有效的癌症治療需要整合性的團隊醫療照護，站在病人的角度思考，才能在抗癌每個階段提供最適合的治療方案和全面的照顧。在台灣，健康保險制度的總額預算制度限制了醫療機構的獲利空間。為了維持運作並投資發展，醫療機構必須控制和降低成本，甚至在醫療品質上做出妥協。同時，各地醫院進行軍備競賽，搶攻自費市場，在醫療人員薪資與業績相關聯的前提下，難免衍生鼓勵不必要醫療之道德風險。醫療機構及從業人員如何維持初心，不受營運壓力影響，需要智慧、勇氣及聰明的策略。本研究以S醫院做為個案研究，主要探討在面對外來激烈的競爭挑戰，內部目前面臨哪些問題和瓶頸?以及在維持價值理念的前提下，有哪些明確可行的變革策略方案?本研究透過研究團隊長達兩年不間斷的討論，融合了不同部門、不同世代的角度及觀點，整理總結出六大策略方案及具體執行細節，包括優化病人就醫體驗、創新行銷策略以再造品牌形象、尋找合作夥伴並廣納資源、建立數據庫並產生行動方案、徵才留才和因應醫療趨勢等。這些策略將有助S醫院保持其價值理念，應對內外部挑戰，並找到新的發展機遇，以實現永續經營。
Cancer treatment is highly personalized and complex. Effective cancer treatment requires integrated team-based medical care, viewing from the patient's perspective to provide the most suitable treatment plan and comprehensive care at every stage of the cancer battle. In Taiwan, the total budget system of the National Health Insurance limits the profit margins of medical institutions. To maintain operations and invest in development, medical institutions must control and reduce costs, sometimes compromising on care quality. At the same time, hospitals engage in an arms race to capture the out-of-pocket expense market, which, with medical staff's salaries linked to performance, inevitably leads to the moral hazard of encouraging unnecessary medical procedures. How medical institutions and practitioners maintain their initial purpose without being influenced by operational pressures requires wisdom, courage, and smart strategies. This study uses S Hospital as a case study, mainly exploring the current issues and bottlenecks faced internally amid intense external competition, and identifying clear and feasible transformation strategies while maintaining core values. Through two years of continuous discussion by the research team, integrating perspectives from different departments and generations, six major strategic plans and specific implementation details were summarized. These include optimizing patient experience, innovative marketing strategies to rebuild brand image, seeking partners and pooling resources, establishing a database and generating actionable plans, talent recruitment and retention, and responding to medical trends. These strategies will help S Hospital uphold its core values, address internal and external challenges, and find new development opportunities to achieve sustainable operation.
參考文獻 中文 1. Berry, L. L. and K. D. Seltman,, (2008)，向梅約學管理(Management lessons from Mayo Clinic)。台灣：美商麥格羅台灣分公司，希爾國際股份有限公司。 2. 衛生福利部中央健康保險署，113年全日平均護病比(113年03月27日新增)，檢自：https://www.nhi.gov.tw/ch/cp-5095-32156-3033-1.html，擷取日期：2024年04月21日 3. 衛生福利部國民健康署，公告通過癌症診療品質認證醫院名單(截至113年1 月)，檢自：https://www.hpa.gov.tw/Pages/Detail.aspx?nodeid=129&pid=14957 ，擷取日期：2024年04月22日 4. 周宜芳譯．Timothy L. Keiningham, Lerzan Aksoy, Luke Williams, Alexander Buoye著 (2021)，讓品牌遇上「對的」顧客體驗“ What's the Right Customer Experience for Your Brand?” 哈佛商業評論。 Sep, 2021. 檢自：https://www.hbrtaiwan.com/article/20580/whats-the-right-customer-experience-for-your-brand 5. 蘇偉信譯．David C. Edelman, Mark Abraham著 (2022)，打造AI時代的優質顧客體驗 “Customer Experience in the Age of AI” 哈佛商業評論。. April, 2022. 檢自： https://www.hbrtaiwan.com/article/21013/customer-experience-in-the-age-of-ai 6. Stuart Hogg (2018)，五個步驟，協助品牌洞悉消費者歷程建立忠誠度 Think with Google. Aug 2018 7. 衛生福利部醫事司醫療廣告管理專區(2024-4-12更新)，一、醫療法及其施行細則中「醫療廣告」之相關規定。檢自： https://dep.mohw.gov.tw/DOMA/cp-2708-38120-106.html， 擷取日期：2024年04月22日 8. 黃孝如譯．Nitin Nohria, Boris Groysberg, and Linda-Eling Lee (2008)，激勵領導力“Employee Motivation: A Powerful New Model” 哈佛商業評論。July, 2008. 檢自：https://www.hbrtaiwan.com/article/10738/employee-motivation-a-powerful-new-model 9. 司徒達賢，2021。策略管理新論：觀念架構與分析方法（第三版）。台北：智勝文化事業有限公司。 英文 1. Zimlichman, E., W. Nicklin, R. Aggarwal, D. W. Bates, (2021). Health Care 2030: The Coming Transformation. NEJM Catalyst. March 3: 1-11. 2. Law, M. P., Muhl, C., McElhone, S., Smith, R. W., Patte, K. A., Khowaja, A., Hannell, S., James, L., Rowe, R. K., Orlando, E., Morrish, J., Mechelse, K., James, N., Mateus, L., & Magier, M. (2022). Driving change in the health sector: An integrated approach. Creative Commons Attribution-NonCommercial 4.0 International License.). https://ecampusontario.pressbooks.pub/drivingchangeinthehealthsectoranintegratedapproach 3. Lee, C., Kiesau, T., Damsky, P., Pathiyal, A. 5 Forces Leading Change in Healthcare. CHARTIS group, 2023. https://www.chartis.com/insights/5-forces-leading-change-healthcare 4. Erlingsdottir G, Ersson A, Borell J, Rydenfält C. 2018 Driving for successful change processes in healthcare by putting staff at the wheel. J Health Organ Manag, 32(1):69-84. 5. Nilsen P, Seing I, Ericsson C, Birken SA, Schildmeijer K. 2020. Characteristics of successful changes in health care organizations: an interview study with physicians, registered nurses and assistant nurses. BMC Health Serv Res, 20(1):147-154. 6. Morganti, K. G., Sontag-Padilla, L. M., Staplefoote, L. (2012). Financial Sustainability for Nonprofit Organizations -A Review of the Literature. RESEARCH REPORT, RAND Corporation. 7. Donaldson, L., Ricciardi, W., Sheridan, S., Tartaglia, R. (2021). Textbook of Patient Safety and Clinical Risk Management. Springer Cham. 8. Gualandi R, Masella C, Viglione D, Tartaglini D (2019) Exploring the hospital patient journey: What does the patient experience? PLoS ONE14(12): e0224899 9. Davies, E. L., Bulto, L. N., Walsh, A., Pollock, D., Langton, V. M., Laing, R. E., Graham, A., Arnold- Chamney, M., & Kelly, J. (2023). Reporting and conducting patient journey mapping research in healthcare: A scoping review. Journal of Advanced Nursing, 79: 83–100 10. Roberts J.P., Fisher T.R., Trowbridge M.J., Bent C. (2016) A design thinking framework for healthcare management and innovation. Healthcare, Mar;4(1):11-14. 11. Lemon, K. N. & Verhoef, P. C. (2016), “Understanding Customer Experience Throughout the Customer Journey,” Journal of Marketing 80(6): 69–96. 12. Hammonds, K. H. (2005), Why we hate HR? Fast Company, Aug: 97. 13. How great leaders inspire action. ”Start with Why”Simon Sinek, TED talk,2010. https://youtu.be/u4ZoJKF_VuA?si=Pu_BwDUxa7ZGVPNh ， 擷取日期：2024年03月05日
描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
110932152
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0110932152
資料類型 thesis
dc.contributor.advisor 彭朱如zh_TW
dc.contributor.author (Authors) 黃國埕zh_TW
dc.contributor.author (Authors) Huang, Kuo-Chengen_US
dc.creator (作者) 黃國埕zh_TW
dc.creator (作者) Huang, Kuo-Chengen_US
dc.date (日期) 2024en_US
dc.date.accessioned 5-Aug-2024 12:34:47 (UTC+8)-
dc.date.available 5-Aug-2024 12:34:47 (UTC+8)-
dc.date.issued (上傳時間) 5-Aug-2024 12:34:47 (UTC+8)-
dc.identifier (Other Identifiers) G0110932152en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/152514-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 經營管理碩士學程(EMBA)zh_TW
dc.description (描述) 110932152zh_TW
dc.description.abstract (摘要) 癌症治療是高度個人化及複雜的。有效的癌症治療需要整合性的團隊醫療照護，站在病人的角度思考，才能在抗癌每個階段提供最適合的治療方案和全面的照顧。在台灣，健康保險制度的總額預算制度限制了醫療機構的獲利空間。為了維持運作並投資發展，醫療機構必須控制和降低成本，甚至在醫療品質上做出妥協。同時，各地醫院進行軍備競賽，搶攻自費市場，在醫療人員薪資與業績相關聯的前提下，難免衍生鼓勵不必要醫療之道德風險。醫療機構及從業人員如何維持初心，不受營運壓力影響，需要智慧、勇氣及聰明的策略。本研究以S醫院做為個案研究，主要探討在面對外來激烈的競爭挑戰，內部目前面臨哪些問題和瓶頸?以及在維持價值理念的前提下，有哪些明確可行的變革策略方案?本研究透過研究團隊長達兩年不間斷的討論，融合了不同部門、不同世代的角度及觀點，整理總結出六大策略方案及具體執行細節，包括優化病人就醫體驗、創新行銷策略以再造品牌形象、尋找合作夥伴並廣納資源、建立數據庫並產生行動方案、徵才留才和因應醫療趨勢等。這些策略將有助S醫院保持其價值理念，應對內外部挑戰，並找到新的發展機遇，以實現永續經營。zh_TW
dc.description.abstract (摘要) Cancer treatment is highly personalized and complex. Effective cancer treatment requires integrated team-based medical care, viewing from the patient's perspective to provide the most suitable treatment plan and comprehensive care at every stage of the cancer battle. In Taiwan, the total budget system of the National Health Insurance limits the profit margins of medical institutions. To maintain operations and invest in development, medical institutions must control and reduce costs, sometimes compromising on care quality. At the same time, hospitals engage in an arms race to capture the out-of-pocket expense market, which, with medical staff's salaries linked to performance, inevitably leads to the moral hazard of encouraging unnecessary medical procedures. How medical institutions and practitioners maintain their initial purpose without being influenced by operational pressures requires wisdom, courage, and smart strategies. This study uses S Hospital as a case study, mainly exploring the current issues and bottlenecks faced internally amid intense external competition, and identifying clear and feasible transformation strategies while maintaining core values. Through two years of continuous discussion by the research team, integrating perspectives from different departments and generations, six major strategic plans and specific implementation details were summarized. These include optimizing patient experience, innovative marketing strategies to rebuild brand image, seeking partners and pooling resources, establishing a database and generating actionable plans, talent recruitment and retention, and responding to medical trends. These strategies will help S Hospital uphold its core values, address internal and external challenges, and find new development opportunities to achieve sustainable operation.en_US
dc.description.tableofcontents 第一章 緒論 1 第一節 研究背景與研究問題 1 第二節 研究範圍與章節架構 3 第二章 文獻探討 4 第一節 醫療機構推動變革策略相關研究 4 第二節 非營利組織永續經營所面臨的挑戰及因應策略 7 第三節 病人就醫歷程體驗 12 第三章 研究方法 15 第一節 個案研究方法 15 第二節 個案醫院介紹及台灣癌症醫療機構現況 16 第三節 討論團隊介紹 19 第四章 研究結果 21 第一節 六大策略方案總論 21 第二節 方案一：優化病人就醫歷程(Patient Journey)體驗 24 第三節 方案二：打造品牌、新的行銷公關策略 41 第四節 方案三：掙脫健保限制、開發新營收來源 53 第五節 方案四：建立數據庫，打造行動策略 63 第六節 方案五：徵才留才，找回熱情及初心 68 第七節 方案六：醫療進展日新月異，與時俱進 75 第八節 六大策略方案之間的連結及執行建議 77 第五章 結論與建議 87 第一節 研究發現與結論 87 第二節 研究限制 88 第三節 未來研究建議 89 參考文獻 90zh_TW
dc.format.extent 4435076 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0110932152en_US
dc.subject (關鍵詞) 非營利癌症醫療機構zh_TW
dc.subject (關鍵詞) 病人就醫歷程zh_TW
dc.subject (關鍵詞) 品牌再造zh_TW
dc.subject (關鍵詞) 永續經營策略zh_TW
dc.subject (關鍵詞) Non-profit cancer medical institutionen_US
dc.subject (關鍵詞) patient journeyen_US
dc.subject (關鍵詞) rebrandingen_US
dc.subject (關鍵詞) sustainable operation strategyen_US
dc.title (題名) 非營利癌症醫療機構突破困境及永續經營策略-S醫院之個案分析-zh_TW
dc.title (題名) The strategies of a non-profit cancer medical institution for breaking through challenges and achieving sustainability: A case study of the S Cancer Centeren_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 中文 1. Berry, L. L. and K. D. Seltman,, (2008)，向梅約學管理(Management lessons from Mayo Clinic)。台灣：美商麥格羅台灣分公司，希爾國際股份有限公司。 2. 衛生福利部中央健康保險署，113年全日平均護病比(113年03月27日新增)，檢自：https://www.nhi.gov.tw/ch/cp-5095-32156-3033-1.html，擷取日期：2024年04月21日 3. 衛生福利部國民健康署，公告通過癌症診療品質認證醫院名單(截至113年1 月)，檢自：https://www.hpa.gov.tw/Pages/Detail.aspx?nodeid=129&pid=14957 ，擷取日期：2024年04月22日 4. 周宜芳譯．Timothy L. Keiningham, Lerzan Aksoy, Luke Williams, Alexander Buoye著 (2021)，讓品牌遇上「對的」顧客體驗“ What's the Right Customer Experience for Your Brand?” 哈佛商業評論。 Sep, 2021. 檢自：https://www.hbrtaiwan.com/article/20580/whats-the-right-customer-experience-for-your-brand 5. 蘇偉信譯．David C. Edelman, Mark Abraham著 (2022)，打造AI時代的優質顧客體驗 “Customer Experience in the Age of AI” 哈佛商業評論。. April, 2022. 檢自： https://www.hbrtaiwan.com/article/21013/customer-experience-in-the-age-of-ai 6. Stuart Hogg (2018)，五個步驟，協助品牌洞悉消費者歷程建立忠誠度 Think with Google. Aug 2018 7. 衛生福利部醫事司醫療廣告管理專區(2024-4-12更新)，一、醫療法及其施行細則中「醫療廣告」之相關規定。檢自： https://dep.mohw.gov.tw/DOMA/cp-2708-38120-106.html， 擷取日期：2024年04月22日 8. 黃孝如譯．Nitin Nohria, Boris Groysberg, and Linda-Eling Lee (2008)，激勵領導力“Employee Motivation: A Powerful New Model” 哈佛商業評論。July, 2008. 檢自：https://www.hbrtaiwan.com/article/10738/employee-motivation-a-powerful-new-model 9. 司徒達賢，2021。策略管理新論：觀念架構與分析方法（第三版）。台北：智勝文化事業有限公司。 英文 1. Zimlichman, E., W. Nicklin, R. Aggarwal, D. W. Bates, (2021). Health Care 2030: The Coming Transformation. NEJM Catalyst. March 3: 1-11. 2. Law, M. P., Muhl, C., McElhone, S., Smith, R. W., Patte, K. A., Khowaja, A., Hannell, S., James, L., Rowe, R. K., Orlando, E., Morrish, J., Mechelse, K., James, N., Mateus, L., & Magier, M. (2022). Driving change in the health sector: An integrated approach. Creative Commons Attribution-NonCommercial 4.0 International License.). https://ecampusontario.pressbooks.pub/drivingchangeinthehealthsectoranintegratedapproach 3. Lee, C., Kiesau, T., Damsky, P., Pathiyal, A. 5 Forces Leading Change in Healthcare. CHARTIS group, 2023. https://www.chartis.com/insights/5-forces-leading-change-healthcare 4. Erlingsdottir G, Ersson A, Borell J, Rydenfält C. 2018 Driving for successful change processes in healthcare by putting staff at the wheel. J Health Organ Manag, 32(1):69-84. 5. Nilsen P, Seing I, Ericsson C, Birken SA, Schildmeijer K. 2020. Characteristics of successful changes in health care organizations: an interview study with physicians, registered nurses and assistant nurses. BMC Health Serv Res, 20(1):147-154. 6. Morganti, K. G., Sontag-Padilla, L. M., Staplefoote, L. (2012). Financial Sustainability for Nonprofit Organizations -A Review of the Literature. RESEARCH REPORT, RAND Corporation. 7. Donaldson, L., Ricciardi, W., Sheridan, S., Tartaglia, R. (2021). Textbook of Patient Safety and Clinical Risk Management. Springer Cham. 8. Gualandi R, Masella C, Viglione D, Tartaglini D (2019) Exploring the hospital patient journey: What does the patient experience? PLoS ONE14(12): e0224899 9. Davies, E. L., Bulto, L. N., Walsh, A., Pollock, D., Langton, V. M., Laing, R. E., Graham, A., Arnold- Chamney, M., & Kelly, J. (2023). Reporting and conducting patient journey mapping research in healthcare: A scoping review. Journal of Advanced Nursing, 79: 83–100 10. Roberts J.P., Fisher T.R., Trowbridge M.J., Bent C. (2016) A design thinking framework for healthcare management and innovation. Healthcare, Mar;4(1):11-14. 11. Lemon, K. N. & Verhoef, P. C. (2016), “Understanding Customer Experience Throughout the Customer Journey,” Journal of Marketing 80(6): 69–96. 12. Hammonds, K. H. (2005), Why we hate HR? Fast Company, Aug: 97. 13. How great leaders inspire action. ”Start with Why”Simon Sinek, TED talk,2010. https://youtu.be/u4ZoJKF_VuA?si=Pu_BwDUxa7ZGVPNh ， 擷取日期：2024年03月05日zh_TW