台灣區域醫院中醫部門經營之發展策略--以某區域教學醫院中醫科為例

Abstract

由於台灣健保制度的影響，國內醫療院所面臨外在環境的變動，在總額預算支付制度下，醫療院所競相爭食健保資源，造成支付點值持續下降，使得醫療產業間的競爭激烈，導致國內醫療市場處於高度競爭、低度獲利時代，各級醫療院所營運績效每況愈下，財務出現困難，中醫產業亦然，因此亟需解決對策。 本研究以個案中醫科為研究主體，欲探討區域醫院中醫科部的經營發展策略，從中醫產業特性、組織的內外在環境分析，以波特五力競爭模型分析及SWOT分析個案，藉此找出個案中醫科成功經營之發展策略。 研究結果發現，個案善用特有集團組織優勢與資源、跨組織部門合作，創造個案中醫科服務與一般中醫院所有明顯市場區隔差異化。本研究另外提供該院思考個案中醫組織變革與策略聯盟架構的建議，並供其他醫院之中醫部門的經營團隊及有興趣的研究學者參考。

Due to the impact of the National Health Insurance Program and the rapidly changing environment in Taiwan, most of the hospitals were facing great challenges. According to the global budget system of National Health Insurance Administration, almost all medical institutions tried their best to increase their medical service revenue as much as possible to capture the most portion of global budget managed by National Health Insurance Administration. However, the reimbursed floating values appeared to decline gradually. The medical industry has become a highly competitive but extremely low profitable industry. The operating and financial performances of most medical institutions, which include Traditional Chinese Medicine (TCM) industry, have deteriorated dramatically. Thus, it is urgent for the medical community to find a way out of the crisis. Based on the characteristics of TCM industry, corporate environmental analysis, Porter’s five forces model, and Strengths, Weaknesses, Opportunities and Treats (SWOT) analysis, this study focuses on developing a successful operation strategy for a department of Chinese Medicine in a regional hospital. We found that this TCM case fully leveraged the advantages, resources, and inter-department collaboration of a Health Care Group to create differential services compared to other TCM institutions. Basic concepts of organizational change and a framework for strategic alliance for management team of other TCM institutions and researchers were also provided in the TCM field.