The strategic alliance mode in hospital

• Main Authors: HUANG,YING-HSUAN, 黃盈瑄
• Other Authors: YANG,HAN-CHUAN
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/64606672637747232824

碩士 === 亞洲大學 === 健康產業管理學系健康管理組 === 100 === Before the implementation of National Health Insurance, all levels of hospitals in Taiwan vigorously grew. Until 1990, there were a total of 820 hospitals in Taiwan. After the implementation of NHI, some small and medium-sized hospitals decreased in numbers, due to withdrawing from the market, or having been merged by large hospitals. By the end of 2010, there were only 508 hospitals. For small and medium-sized hospitals, they actively seek for cooperation, support and assistance with the large hospitals for survival in the healthcare system. This study mainly explores, the strategy models developed by the hospitals in different ownerships and scales, and analyze the types of alliances, and patterns of operation of strategic alliances among hospitals. The results could be an useful references for hospitals in implementing overall strategic planning and operation. The source of data were 13 high-ranking executives, who had been involved in the decision-making in the hospital which were well-known in their strategic alliances. The feature of questionnaires were categorized into four types: small hospital (n=5), large hospital (n=6),cross-industry alliance (n=1), franchise (n=1). Furthermore, the study conducted in-depth individual interviews, and collected secondary data. The results showed: 1) the main reasons for hospitals to seek strategic alliance were in competition with outside environment and establishing cooperative mechanism to share markets to survival; 2) the main types of cooperation were cosharing services, contract management and delegated management; 3) the key for success of alliance were: the competitiveness, increasing market share, improvement of financial situation, transformation of hospital and sustainable operation; 4) the advantages of alliance were: perfecting management system, sharing information systems to improve referral system, corecruit the necessary physician manpower, alliance members being able to provide mutual assistance and advices in evaluations, joint purchasing of medical devices and medicines to cut the costs significantly, more flexible adjustment of health insurance quota and the enhancement of hospital reputation and brand name. Strategic alliance is one of main methods for hospitals to overcome difficulties and survive. However, in order to achieve the goals of alliance, the hospitals should provide themselves sufficient time to analyze the problems and clarify the focuses of alliance development. Also both parties should devote and cooperate sincerely on the basis of mutual trust to integrate their will and mind to achieve the success of alliance operation. The cross-industry alliance is a reciprocal cooperation model between industries in which with the premise of exchange of resources and meeting need, Both parties are in pursuit of more multiple development. The alliance steps should be “working items” planning first, then “personnel” coorportion next to seek for the optimal performance.