Please use this identifier to cite or link to this item:
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/42236
Full metadata record
???org.dspace.app.webui.jsptag.ItemTag.dcfield??? | Value | Language |
---|---|---|
dc.contributor.advisor | 江炯聰(Jong-Tsong Chiang) | |
dc.contributor.author | Chi-Chang Lin | en |
dc.contributor.author | 林繼昌 | zh_TW |
dc.date.accessioned | 2021-06-15T00:54:34Z | - |
dc.date.available | 2008-08-08 | |
dc.date.copyright | 2008-08-08 | |
dc.date.issued | 2008 | |
dc.date.submitted | 2008-08-06 | |
dc.identifier.citation | 1. 魏爾 (Weil, A) :老得很健康 :你不可不知的整合醫療及抗發炎飲膳 .木馬文化,
2007 2. 卓別林Chaplin (Ed) 、特寧寇 (Terninko, J):以客為尊的健康照護, 經濟部中小 企業處, 2005 3. 彼得斯Peters, D、伍德姆Woodham, A,:完整醫療-守護全家健康的整合醫學指南, 2006 4. 何彥毅:中西整合之醫療管理模式對於減少全民健保醫療資源浪費可行性之研究 1996 5. 謝松廷:網際網路衛生醫療商務之研究:衛生醫療EDI 與安全電子付款系統之整 合A study on internet healthcare commerce: integration of healthcare EDI and SET, 2007 6. 陳華明: 健康產業下之顧客惰性-資訊經濟學及關係觀點, 2007 7. 萬芳醫院醫護團隊:保健紅不讓-新健康概念,來自專業醫護團隊打造的醫療知識 與保健之道, 華成圖書, 2004 8. 童惠芳:醫療產業顧客滿意度與忠誠度指標模式之建構, 2004 9. 胡文川:初構醫療產業經濟學-科際整合的新取向, 四章堂文, 2003 10. 蕭崇樹:建立共同醫療資訊系統研究, 2003 11. 洪維河:台灣住診市場分析, 台大衛生政策與管理研究所博士論文, 2001 12. 吳萬益、鄭永忠、江正信:大型教學醫院組織文化、內部激勵與控制制度對經營 績效之影響研究, 輔仁管理評論第七卷第一期103-130, 2000 13. 陳瑞榮:台灣醫療產業的組織合作─不對等合作估系運作機制之探討. 台灣社會 學3 : 119-162, 2002, 14. 盧瑞芬、謝啟瑞:台灣醫院產業的市場結構與發展趨勢分析, 經濟論文叢刊 2002 15. 黃雅琳、孫智麗:台灣醫療產業結構與發展趨勢, 台灣經濟研究院生物科技產業 研究中心 16. 楊志良. 全民健保財務問題及因應對策. 中央日報全民論壇. 2002 17. 江東亮:台灣醫療保健支出之趨勢分析. 台灣衛誌 21(3):157-163. 2002 18. 全民健保改革綜論. 行政院衛生署 2001. 19. 葉秀珍:全民健保健康照護服務輸送之公平性考量-臺灣的實證分析. 家庭、社 會政策及其財務策略國際學術研討會 1999. 20. 張鴻仁、信忠:全民健保醫療利用集中狀態及高低使用者特性之探討. 台灣衛誌 2002; 21(3):207-213. 21. 郭駿耀:人口老化與健保費率. 長庚大 2004. 22. 衛生署:九十二年衛生統計動向. 行政院 2004; 23. 陳俊全、盧瑞芬:台灣地區老年健康狀況與醫療費用之長期推估. 國立中正大學 社會福利學系(博士論文). 1997 24. 行政院衛生署:全民健保改革綜論. 中國醫院管理2007 第02 期, 2001 25. 李丞華:從效率面談台灣健康體系的再造. 台灣公共衛生雜誌 22(2):89-96. 2003 26. 楊適旭、林能白,邱顯比(指導教授):台灣醫療服務業之競爭策略分析,國立台灣 大學管理學院高階公共管理碩士論文, 2006 27. 蒲永孝、江炯聰(指導教授) :台灣地區醫學中心多角化經營之策略,國立台灣 62 大學管理學院高階公共管理碩士論文, 2006 28. 黃旭明、翁崇雄(指導教授) :全民健保制度與醫療院所經營關聯之研究-以病 人為中心之多贏策略,國立台灣大學管理學院高階公共管理碩士論文, 2005 29. 張紫薇、柯承恩(指導教授) :台灣觀光醫療產業策略評估 --以價值創新為基 礎,國立台灣大學管理學院高階公共管理碩士論文, 2005 30. 江明憲、莊裕澤(指導教授) :全面電子病歷轉診化前如何營造以病患為中心的 主動追蹤系統 ---以子宮頸抹片篩檢為例的探討,國立台灣大學管理學院資訊管 理研究所碩士論文, 2005 31. 蔡宗仁、李吉仁(指導教授) :台灣健檢產業創新商業模式之研究,國立台灣大 學管理學院財務國際企業研究所碩士論文, 2004 32. 王水深、湯明哲(指導教授) :從人力資源的整合提昇外科醫療品質,國立台灣 大學管理學院財務國際企業研究所碩士論文, 2001 33. 劉晟耀、游張松(指導教授) :自費型醫療價值鍊行銷分析,國立台灣大學管理 學院商學研究所碩士論文, 2003 34. 楊緒棣、張重昭(指導教授) :醫療行銷:以新店慈濟醫院為例,國立台灣大學 管理學院商學研究所碩士論文, 2005 35. 魏志定、葉疏(指導教授) :差別取價在健保機制下的效益實證,國立台灣大學 管理學院會計研究所碩士論文, 2004 36. 游熙明、柯承恩(指導教授) :中醫院所病人自費醫療行為之研究,國立台灣大 學管理學院會計研究所碩士論文, 2006 37. 劉順仁: 'Taiwan's National Health Insurance: A Decade of Change in Health Care Policy and Management Responses', Advances in Health Care Management. 2005. 38. Baker L, Birnbaum H, Geppert J, Mishol D, Moyneur E. The relationship between technology availability and health care spending. Health Aff (Millwood ) 2003; Suppl Web Exclusives:W3-51. 39. Barros PP. Cream-skimming, incentives for efficiency and payment system. J Health Econ 2003; 22(3):419-443. 40. Bishop CE, Wallack SS. National health expenditure limits: the case for a global budget process. Milbank Q 1996; 74(3):361-376. 41. Bodenheimer T. High and rising health care costs. Part 1: seeking an explanation. Ann Intern Med 2005; 142(10):847-854. 42. Bozic KJ, Pierce RG, Herndon JH. Health care technology assessment. Basic principles and clinical applications. J Bone Joint Surg Am 2004; 86-A(6):1305-1314. 43. Buske L. Health care spending rises 4.6% in 2003. CMAJ 2004; 170(3):325. 44. Clemente J, Marcuello C, Montanes A, Pueyo F. On the international stability of health care expenditure functions: are government and private functions similar? J Health Econ 2004; 23(3):589-613. 45. Dutt HR. Developing Medicare HMO market areas and their implications for HMO capitation rates. Manag Care Interface 2003; 16(1):20-25. 46. Getzen TE. Health care is an individual necessity and a national luxury: applying multilevel decision models to the analysis of health care expenditures. J Health Econ 2000; 19(2):259-270. 47. HealthSouth acquisitions throw another log on the burning market for ambulatory centers. Health Care Strateg Manage. 1998 48. HealthSouth outlines strategy for surgery centers, rehab services. Health Care Strateg Manage. 2003 Aug;21(8):13. 49. HealthSouth's new horizons. Latest purchase would give it lock on inpatient rehab. Mod Healthc. 1997 50. Howe RK. Fee-for-service vs managed care medicine. JAMA 2004; 292(2):170. 51. Hsia DC, Ahern CA, Ritchie BP, Moscoe LM, Krushat WM. Medicare reimbursement accuracy under the prospective payment system, 1985 to 1988. JAMA 1992; 268(7): 896-899. 52. Liang LY, Huang SM, Lan CF. Impacts of National Health Insurance and Recession on Medical Care Equity in Taiwan: Lessons from the Natural Experiment Study (1992-2002). submtting paper 2003;Submitting paper. 53. Lu JFR, Hsiao W. Does Universal Health Insurance Make Health Care Unaffordable? Lessons from Taiwan. Health Affairs 2003; 22(3):77-88. 54. McKinnell, Hank : A call to action : taking back healthcare for future generations (McGraw-Hill.),c2005. xix, 217 p 55. Miller, Richard L: New directions in hospital and healthcare facility design, (McGraw-Hill.), 1995, p331 56. Newhouse JP, Anderson G, Roos LL. Hospital spending in the United States and Canada: a comparison. Health Aff (Millwood ) 1988; 7(5):6-16. 57. Newhouse JP, Cretin S, Witsberger CJ. Predicting hospital accounting costs. DRG Monit 1990; 7(8):1-8. 58. Newhouse JP. Efficiency vs. access and the future of Medicare. Healthspan 1987; 4(10): 12-14. 59. Newhouse JP. Health economics and econometrics. Am Econ Rev 1987; 77(2):269-274. 60. Northup L Marketplace. How branding improves bottom line: learning from HealthSouth's strategy. Med Health. 1998 Jun 29;52(26):suppl 1-2. 61. Regina E Herzlinger: Consumer driven healthcare: freeing provider to innovate. Healthcare financial management 58:3,p66, 2004 62. Reid B, Palmer G, Aisbett C. The performance of Australian DRGs. Aust Health Rev 2000; 23(2):20-31. 63. Sen A. Is health care a luxury? New evidence from OECD data. Int J Health Care Finance Econ 2005; 5(2):147-164. | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/42236 | - |
dc.description.abstract | 過去幾十年來,醫學知識爆炸與科技的突飛猛進,導致專科分科化的必要性與現實性,專科醫療照護雖然素質整齊專門而精深,其最大的盲點則為分散片段不連續,忽略了基本「全人照護」的精神。當今全民健保給付緊縮的趨勢下,許多新的治療項目無法得到給付,產生病人自費醫療模式,反而造就一系列的單專科醫療照護服務行業。社會殷切需要的是整合性全人醫療照護,專科醫師人數與素質均處於有利的地位,有必要發展出另類的照護服務營運模式─專科全人整合式醫療健康照護服務模式並以骨科醫療提升病人價值出發。
以健保給付制度之失焦,重新界定人們對健康照護服務產業的認識,對從事醫療工作人員的態度思考,從醫療志業轉移成醫療產業,對醫療處置的多樣性及滿意度,從必要性醫療到消費性醫療,提高醫療服務的水平,從醫療秘偏方到標準配方,與從投資的角度觀點,從人力市場改變到資本市場,這些觀念思考的改變,決定接續的以病人價值為動力的整合性醫療健康照護服務產業的成敗。 除了骨科傳統醫療技術平台,疾病前的健康的提升,治療後身體功能的復健,都牽動無數的骨科照護服務產業價值鏈─如運動、健康飲食、保養及復健醫療等相關產業,了解整個價值鏈,便可找出藍海利基,彌補健保給付受限的窘境,開創新局。實際營運模式包括成立骨科醫療服務鏈仲介管理中心、建立骨科網路資訊平台,配合Web 2.0網路醫療架構和實體的問題諮詢事務中心,價值鏈的垂直整合,除了造成鎖住客戶效果外,也可提高進入障礙。實際營運模式包括Web 2.0網路醫療架構和實體的問題諮詢事務中心,關鍵的競爭力在於對於客戶疾病體能做仔細和連續性的評估,須借重完善的資訊科技(IT)技術及軟體建設。也可提高進入障礙。實際業務執行以骨科單門疾病防治管理中心為骨幹,消費者能一目了然,由於整個醫療服務價值鏈的完整,可增加消費者的信心。 整合性專科健康照護從概念到實際,仍需多方面配合,但無疑是將來必走的道路。有了整合性專科健康照護經驗,可以在各專科間再創造新的連結,未來的發展端視網路整合的程度而定,也可預見是價值導向醫療的實現。 | zh_TW |
dc.description.abstract | In the past decades, as the explosion of medical knowledge and progress of biotechnology science, the well-trained medical specialists are widely welcome and popularized, but the segmentation and discontinuity of specialist healthcare also demonstrate their weakness in treating the patient as a whole person rather than a specific organ system. Nowadays for the shortage of payoff system, many new or advanced healthcare items innovated especially by most medical specialists are denied by the insurance payer that patients should pay by themselves if they stick on the treatment. This promotes the development of specialist practice in public for maintenance of their economic level. With the balance of benefit of the general and specialist practice, integrated specialists service targeting the value of the patients might become a future mode of healthcare for their adequate population and excellent quality. This will be started with the integrated orthopaedic specialist practice.
Before the implementation of integrated specialist practice, some concepts of healthcare service should be updated. The traditional medical mission for healthcare personels may be shift to value-added healthcare service industry. The idea of consumption health service has to be built up in addition to prerequisite medical service. The mystery of medical treatment should be released in a transparent, systemic format for health personels to follow. In order to achieve economic volume, the manpower type of market is to be replaced by the capital market through standard procedure in diagnosis and treatment with the aid of advanced modern informative technology. In addition to the core business of healthcare service for the patients who come to seek help from orthopedist specialists, there are many concerns before and after the management in the orthopedic healthcare value chain system. The business model of integrated orthopedic specialist practice service is to link all the possible niche market to create the value of the patients based on their points of view. In order for the avoidance of further bone trauma or disease, one should promote his status of health through delivery of medical knowledge, diet and healthfood prescription and participating in physical exercise and sport activity. In the post-orthopedic management healthcare, physical and occupational therapy is the golden link in this value chain to restore the functional loss. There are a lot of paramedical industry in supplying the materials, instruments and facilities in the orthopaedic service value chain. For the compensation of inadequate pay from the insurance, it is an opportunity to build up a new integrated healthcare system aiming for creation of patient value. By way of vertical integration of the healthcare value chain including sports, diet and health food for the health status and physical therapy after management, it will make a lock-in effect for the customers and the entry barrier for the competitors. The implementation of this integrated healthcare model comes from a setup of an agency service for the customers with orthopedic complaints and problems and an internet healthcare information system with web 2.0 format in data acquisition and a medical problem consulting service station in real world. The practice will start with one single disease or function disorder such as osteoporosis or inadequate height for the public. Its key success factor lies on the complete and consequent serial evaluation of patient’s body and function by way of intimate IT and software system. The fulfillment of integrated practice idea of medical specialists is not a step but a long way to go with interdisciplinary connection and cooperation. The ideal clinical practice network is achieved by re-integration of each integrated subunits of specialists practice in each special field. Its success will depend on the interconnectivity of the patient information and medical technical knowledge in the net for the prospect of value driven healthcare. | en |
dc.description.provenance | Made available in DSpace on 2021-06-15T00:54:34Z (GMT). No. of bitstreams: 1 ntu-97-P95743015-1.pdf: 678814 bytes, checksum: 4a1b4e499949ce711bd711cd492623d4 (MD5) Previous issue date: 2008 | en |
dc.description.tableofcontents | 口試審定書
致謝...i 中文摘要...ii Abstract...iv 論文目次...vi 第一章 緒論...1 第一節、研究背景....1 1-1-1、支付制度與醫院營運...2 1-1-2、全科與專科醫療照護....3 第二節、研究動機... 4 第三節、研究目的... 5 第四節、研究方法... 7 第二章 健康照護服務產業的關鍵思考的改變....10 第一節 提高人的價值─從醫療志業到醫療產業....10 2-1-1、以病人的價值為目標的醫療志業─容許適切的回報...11 2-1-2、實證醫學資料庫─醫療產業產品評價...12 第二節 創造產值─從必要性醫療到消費性醫療...15 2-2-1、行銷管理─創造消費性醫療....16 第三節 從醫秘偏方到標準配方及醫護過程...17 第四節、從人力市場到資本市場....18 第三章 當今專科健康照護服務產業....22 第一節 專科醫院(specialist hospital)的特點... 23 第二節 專科醫院發展沿革....24 第三節 專科醫院連鎖經營及多角化─大學光學眼科...26 第四章 目前骨科醫療照護服務產業價值鏈...28 第一節 骨科醫療照護範圍....28 第二節 骨科醫療照護相關設備醫材...30 第三節 目前骨科醫療照護之營業模式...33 第四節 骨科相關醫療照護模式─ 健南保健連鎖經營成功因素...35 第五章 整合性骨科健康照護之營運模式...37 第一節 骨科醫療服務鏈仲介管理中心....38 第二節 建立骨科網路資訊平台...40 第三節 垂直整合骨科醫療照護服務產業價值鏈...42 5-3-1、垂直整合醫療價值鏈實例....44 第四節 創立骨科單門疾病防治管理中心...44 第五節 整合性骨科健康照護之困境.....45 5-5-1 整合性骨科健康照護之執行方式...46 5-5-2 整合性骨科健康照護與健康管理...48 第六節 增高管理中心─骨科單門疾病防治管理模式的構想....50 5-6-1、客戶市場估計...51 5-6-2、營業模式Business Model... 51 5-6-3、成長策略(Growth Strategy) ....52 5-6-4、機會與威脅Opportunity & Threat: ....53 第六章 整合性專科健康照護概念在醫療產業中之運用及未來發展....54 第一節 整合性健康照護在各專科及醫療產業之運用....54 第二節 整合性專科健康照護之障礙與未來發展....56 第七章 結論....59 參考文獻...61 表目錄 表2-1, 實證醫學對醫療研究品質之分級制度...13 表2-2, 實證醫學對醫療建議之分級制度....14 表2-3,2005∼2011 年全球醫療電子用半導體市場產值預估...21 圖目錄 圖2-1,1996∼2012 年全球醫療電子用半導體市場產值預估...20 | |
dc.language.iso | zh-TW | |
dc.title | 創造骨科醫療照護服務價值:專科整合性醫療健康照護的營運模式 | zh_TW |
dc.title | Create Value of Orthopedic Healthcare: Business Model of Integrated Orthopedic Specialist Healthcare Service | en |
dc.type | Thesis | |
dc.date.schoolyear | 96-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 劉順仁(Shuen-Zen Liu),張睿詒(Ray-E Chang),李祖德(TD Lee) | |
dc.subject.keyword | 骨科專業,復健醫院,整合醫療,營運模式,價值鏈,垂直整合,消費性健康照護市場, | zh_TW |
dc.subject.keyword | Othopedic specialist practice,rehabilitation hospital,integrated healthcare,business model,value chain,vertical integration,consumer healthcare market, | en |
dc.relation.page | 63 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2008-08-06 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 高階公共管理組 | zh_TW |
Appears in Collections: | 高階公共管理組 |
Files in This Item:
File | Size | Format | |
---|---|---|---|
ntu-97-1.pdf Restricted Access | 662.9 kB | Adobe PDF |
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.