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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
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dc.contributor.advisor | 湯明哲(Ming-Je Tang) | |
dc.contributor.author | Kang-Ling Liu | en |
dc.contributor.author | 劉岡靈 | zh_TW |
dc.date.accessioned | 2021-06-16T23:32:50Z | - |
dc.date.available | 2014-08-01 | |
dc.date.copyright | 2012-08-01 | |
dc.date.issued | 2012 | |
dc.date.submitted | 2012-07-27 | |
dc.identifier.citation | 一、中文部分
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Boston, McGraw Hill, 2000 2.Allee, V., The Future of Knowledge: Increasing Prosperity through Value Networks, Butterworth-Heinemann, 2003 3.Amit, R. and Zott, C., “Value creation in e-business.” Strategic Management Journal 22(6-7): 493-520., 2001 4.Armbrust, M. et al., Above the Cloud: A Berkeley View of Cloud Computing, University of California, Berkeley, 2010 5.Bain JS. , Industrial Organization, Wiley: New York, 1959 6.Casadesus-Masanell, R., and Ricart, J. E., Competing through Business Models, Harvard Business School, 2007 7.Chesbrough, H. and Rosenbloom, R., The Role of the Business Model in capturing value from Innovation: Evidence from XEROX Corporation’s Technology Spinoff Companies, Harvard Business School, 2000 8.Chesbroughz, H., “ Business Model Innovation: Opportunities and Barriers”, Long Range Planning, Volume 43, Issues 2-3, April-June, P354-363, 2009 9. Deloitte staff,Health plans look to the clouds : Exploring cloud technology opportunities in the face of rising cost pressures and future uncertainty,Deloitte, 2011 10.Dollinger, M., Entrepreneurship: Strategies and Resources, Prentice Hall; 3 edition, 2002 11.Druck, P., The Five Most Important Questions You Will Ever Ask About Your Organization, Jossey-Bass, 1st edition ,September 24, 1993 12.Drucker, P., The Practice of Management, New York, HarperCollins Publishers., 1954 13. Dubosson, M., et al., “eBusiness Model Design, Classification and Measurements”, Thunderbird International Business Review , 44(1): 5-23., 2002 14. Eyring, M., et al., “New Business Model In Emerging Markets”, Harvard Business Review, Jan-Feb, 2011 15.Hamel, G., Leading the revolution., Harvard Business School Press,1 edition, 2000 16.Hanover, J., and Lohse, S., IDC MarketScape:U.S. Ambulatory EMR/EMR for Midsize and Large Practices 2011 Vendor Assessment, IDC Health Insights 17.Harvard Business Review Analytic Service Staff, “How the Cloud Looks from the Top: Achieving Competitive Advantage In the Age of Cloud Computing”, Harvard Business Review Analytic Service, May 2011 18.ICT adressing societal challenges Unit H1 - ICT for Health, “eHealth Strategies Final Report”, The Commission of the European Communities, Jan 2011 19.Johnson, M., Chirstensen, C., and Kagerman, H., “ Reinventing Your Business Model”, Harvard Business Review, Dec2008 20.Linder, J. and Cantrell, S., Changing Business Models: Surveying the Landscape, Accenture, 2000 21.Magretta, J., “Why Business Models Matter”, Harvard Business Review, Vol. 80: 86-91, 2002 22.McAfee, A., “What Every CEO Needs to Know About The Cloud”, Harvard Business Review, Nov 2011 23.Mullins, J. and Komisar, R., “A Business Plan? Or a Journey to Plan B ”, MIT Sloan Management Review, 2010 24. Nalebuff, B. and Brandenburger, A., Co-optetition, Currency Doubleday, 1 edition,1997 25.Normann, R. and Ramirez, R., “ From Value Chain to Value Constellation: Designing Interactive Strategy”, Harvard Business Review, 71, July/August, 1993, pp. 65-77 26.OSTERWALDER, A., “The Business Model Ontology –A proposition in a Design Science Approach”, PhD Thesis, University of Lausanne., 2004 27.Porter, M., Competitive Strategy : Technique for Analyzing Industrials and Competitors, THE FREE PRESS, 1980 28.PWC Staff, “Key findings in the Healthcare industry”, PWC, 2012 29.Reppa, M., “The Uitility Business Model And The Future Of Computing Services”, IBM STSTEM JOURNAL, VOL 43 NO1, 2004 30.Richard, G., et al. , Note on Business Model Analysis for the Entrepreneur, Harvard Business School, 2002 31.Scherer, F., and Ross, D., Industrial market structure and economic performance, Houghton Mifflin Company; 3 edition, 1990 32. 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'The Case Study as a Serious Research Strategy,' Knowledge (3), 1981, pp. 97-114. 38.Zook, C. and Allen, J., “The Great Repeatable Business Model”, Harvard Business Review, Nov 2011 三、網路部分 1.美國今年將投入25%聯邦IT預算發展雲端應用http://www.ithome.com.tw/itadm/article.php?c=66076 2.政策有利雲端日榜首陸吊車尾 http://tw.news.yahoo.com/政策有利雲端-日榜首陸吊車尾-153536138.html 3.Built To Enjoy: eClinicalWorks CEO Girish Navani http://www.sramanamitra.com/2010/02/16/built-to-enjoy-eclinicalworks-ceo-girish-navani-part-7 4.http://www.carestream.com 5.http://www.epocrates.com 6.http://www.eclinicalworks.com 7.http://www.healthsaas.net | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/65251 | - |
dc.description.abstract | 雲端運算的概念應用廣泛,在企業營運、通訊、醫療等都可以發現它的蹤跡,雲端運算的資通技術所架構出的營運模式,具有高固定成本、客製化,結合載體、軟體和服務來驅動價值創造的特徵,在歐美國家,雲端運用被視為解決健康照護問題的重要工具,隨著各國醫療費用逐年增長,高齡化社會型態使面對疾病的態度由消極治療轉變為積極的防預,用於健康照護領域的雲端服務逐漸受到新創公司與IT大廠的重視,更直接帶動健康醫療照護領域的成長。
本研究運用總體觀點探討醫療雲產業的全貌並輔以策略相關理論、產業資訊及醫療雲次級市場四個成功案例之營運模式分析,發現醫療雲成功因素為:營運模式提供的價值必須建立在多功能整合與智慧型兩大基礎上,欲進入醫療雲領域的廠商,需培養跨業整合的能力,以互補者的概念做為廠商合作的篩選機制,以策略聯盟的方式整合資源,提升對消費者的議價力,進而樹立產業標準,創造進入障礙,除此之外,醫生與工程師共同合作的產品開發模式,有助於提升產品的實用性與達成獲利的可行性,而訂價模式採訂閱模式(Subscription)的SaaS服務,較能獲取高市占率與高營收。 為協助醫療雲產業發展,政府應仿效美國制定遠距照護法規,如「遠距醫師執照」、「醫療行為妥適運用網路指導原則」,並研擬醫療應用(Medicine Application)審核標準;為了達到資訊交換的目的,政府應協助各次級市場與國際接軌,訂立電子病歷、醫學影像存檔與通信系統(Picture archiving and communication system,PACS)標準規格,建立明確的獎懲機制,加強醫療雲產業相關產品的研發速度與導入程度。 | zh_TW |
dc.description.abstract | Based on advanced information and communication technologies, cloud computing, with characteristics of high fixed cost, customization, and value creation from the combination of carriers, software and services, is regarded as an important tool to address healthcare issues in the United States and Europe. Due to the increasing medical expenses and aged society structure, the attitude toward health care from passive cure to aggressive prevention, and health cloud becomes highly awared by the IT companies and startups which lead the growth of health cloud industry.
This study adopts the macro-view to understand the health cloud industry and also uses strategy theories, industrial information, and business model of four successful cases in the cloud computing sub-market to conclude the study. The key success factors are the value provided by the operation model of health cloud should be based on two foundations: multifunctional integration and intellect-oriented. In order to enter the health cloud area, firms are required to nurture the capability of cross-industry integration. These firms could emphasize strategic alliance to integrate resources. By so doing, firms can enhance the bargaining power against consumers, build industrial standard, and create entry barrier. In additional, the co-working model of product development between doctors and engineers will benefit for enhancing product usefulness and achieving profitability. And, using the SaaS service of subscription model as the pricing model can help obtaining high market share and profit. In order to assure the development of health cloud industry, the government could learn from the approaches of the United States which institute the formal rules for telemedicine; for example, telemedicine license, full and unrestricted license, Model Guidelines for the Appropriate Use of the Internet in Medical Practices, and the evaluation criteria for medicine application. Second, to meet the objective of information exchange, the government should assist every sub-market to get connection to the international market, and to set EMR and PACS standard. Finally, the government could refer to the other countries’ ICT policy to structure reward and punishment mechanisms and to strengthen the R&D speed and the extent of introduction. | en |
dc.description.provenance | Made available in DSpace on 2021-06-16T23:32:50Z (GMT). No. of bitstreams: 1 ntu-101-R99724041-1.pdf: 2642328 bytes, checksum: 045686f0739f11f904eab9f13f4f066a (MD5) Previous issue date: 2012 | en |
dc.description.tableofcontents | 謝 詞 I
中文摘要 II ABSTRACT III 目 錄 IV 圖 次 V 表 次 VII 第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究問題與目的 4 第三節 研究範圍 5 第四節 研究方法 6 第五節 研究限制 7 第六節 研究架構與流程 8 第二章 文獻探討 9 第一節 產業分析 9 第二節 營運模式 11 第三節 雲端運算 20 第三章 全球雲端運算市場分析 28 第一節 全球雲端運算市場 28 第二節 台灣雲端運算市場 35 第三節 醫療雲產業發展概況 39 第四節 醫療雲次級產業分析 41 第五節 醫療雲產業驅動力量 71 第四章 醫療雲創新服務商業模式分析 80 第一節 eClinical Works 80 第二節 Health SaaS 88 第三節 EPOCRATES 94 第四節 Carestream Health 101 第五節 醫療雲關鍵成功因素 106 第五章 結論與建議 107 第一節 研究結論 107 第二節 研究建議 108 參考文獻 109 | |
dc.language.iso | zh-TW | |
dc.title | 醫療雲之營運模式與策略分析 | zh_TW |
dc.title | Business Model and Strategy Analysis of Health Cloud | en |
dc.type | Thesis | |
dc.date.schoolyear | 100-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 林舒柔,羅憶如 | |
dc.subject.keyword | 營運模式,醫療雲,雲端運算,電子病歷,遠距照護,移動醫療,醫學影像存檔與通信系統, | zh_TW |
dc.subject.keyword | Business model,Health Cloud,Cloud Computing,Electronic Medical Record,Telemedicine,mHealth,PACS, | en |
dc.relation.page | 115 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2012-07-27 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 國際企業學研究所 | zh_TW |
顯示於系所單位: | 國際企業學系 |
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