Performance Evaluation of Strategic Alliances in Health Care Industry

• Main Authors: Chung-Ho Chang, 張中和
• Other Authors: 黃崇謙
• Format: Others
• Language: zh-TW
• Published: 2000
• Online Access: http://ndltd.ncl.edu.tw/handle/29177013740812899880

碩士 === 中國醫藥學院 === 醫務管理研究所 === 88 === Due to the enforcement of many health policies, such as National Health Insurance (NHI), hospitals are now facing unprecedented competitions. The rapid change of the environment makes many small hospitals close, and those striving to survive cannot but seek solutions for all these. In addition to the diversification of medical services, hospitals have started to make new agreements with other organizations. They expect that by forming various types of strategic alliances, hospitals can lower their costs and thus improve the getting-worse financial situation. The major of this study is to inquire key factors that influence the hospital workers’ recognition of alliances relationship and hospital performance, based on the balanced scorecard model (BSC). 1,200 questionnaires were distributed to workers in 7 strategic alliance member hospitals, and 591 samples were retrieved. The effective response rate is 49.25%. Major findings of this study are as follows: Most hospital workers have positive attitudes toward hospitals’ joining the strategic alliances, but they don’t really have a clear view on the content of it. Individual factors such as past service years, ranking and department all have significant influences on their recognition of the alliance relationship. As for the evaluation of hospital performance, most workers believe that there is apparent improvement in customer perspective and internal business process. On the other hand, somehow they don’t think that joining alliances obviously affect the organizational growth, learning, innovation and the financial situation. To conclude, alliances’ structure is the key factor to affect the recognition of performance change.