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http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/77366
Title: | 醫療創新中的價值共創—以急診空間設計為例 Value Co-creation in medical innovation: The Case of re-designing the emergency room |
Authors: | 黃煜為 Yu-Wei Huang |
Advisor: | 陸洛 |
Keyword: | 醫療創新,組織變革,價值共創, Medical innovation,organizational transformation,co-creation of value, |
Publication Year : | 2019 |
Degree: | 碩士 |
Abstract: | 「醫療創新」是近幾年非常熱門的名詞,但在全民健康保險制度及醫療評鑑制度底下,現行台灣醫院對「醫療創新」仍在摸索階段,甚至大規模的醫療創新中心並沒有像美國一樣如雨後春筍般出現,這並不代表台灣的醫療環境沒有急迫的創新需求,從政治、經濟及社會環境來看,「醫療服務使用量增加」及「醫療人員負擔增加」是台灣醫療正在面臨的重要議題,而這正需要透過「醫療創新」尋求解答。
面對這些議題,科技的導入並不能有效且根本地解決問題,而是必須從整個醫療體系的文化、流程開始思考醫療的本質,滿足所有利害關係人的需求及最大利益。W醫院急診室的改建案便是在這樣的環境下,所產生的一場關經由溝通說服,引導使用者參與的創新變革,此改建案的負責人藉由尋求外部顧問共同執行前期研究,這不同於以往改建的方式,必須藉由溝通與說服才能夠讓底下的急診同仁認同及參與,在規劃急診空間的過程中,他們從根本開始思考醫療的本質與核心,藉此重塑急診室的願景、文化。 本研究以此個案為核心,藉由撰寫個案重現創新變革發生的現場,接著讓理論與實務相互對話,從研究個案內容中學習理行並進的精神。其中萃取出的管理意涵,外部顧問與使用者間,經由「價值共創」的模式,透過DART架構,即對話(Dialogue)、資訊入口(Access to information)、資訊透明(Transparency of information)及利害分析(Risk-benefit analysis),成功完成了醫院內部的創新變革,同時也形塑了單位內的創新文化。 “Medical innovation” has become a highly popular term in recent years, but “medical innovation” at Taiwanese hospitals are still in the developmental stages under our current NHI and medical evaluation policies. Unlike in the US, few large-scale medical innovation centers have been established, but this does not mean that Taiwan’s medical environment does not have urgent need for innovation. In terms of political, economic, and social environments, the important issues we are currently facing in Taiwan include “increase in usage of medical services” and “increased responsibilities for medical personnel”, both issues that can be resolved through “medical innovation”. Technology cannot effectively resolve these issues at the source; what we need is a complete rethinking of core medical values present in the cultures and processes of medical institutions to fulfill the needs of stakeholders and maximize benefits. The re-design of the emergency room at W Hospital was a communication process and organizational transformation conducted under the current environment; users were invited to participate in the transformation process and the person in charge also sought help from external consultants in implementing research activities during the early stages. Unlike previous re-design processes, this case had to communicate and convince emergency personnel to agree with and participate in the process. During the re-design process, the people in charge considered the heart and core of medical services and then recreated the vision and culture of the emergency room. This study was built around this case. During the writing of this case study, we revisited on-site innovation transformations and created a dialogue between theory and practice, thus facilitating a learning-through-doing process. Management implications extracted from external consultants and users were structured using the DART framework (Dialogue, Access to information, Risk-benefit analysis, and Transparency of information) for “co-creation of value”. This case successfully completed internal innovation transformations at the hospital and also shaped a culture of innovation within relevant units. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/77366 |
DOI: | 10.6342/NTU201901538 |
Fulltext Rights: | 未授權 |
Appears in Collections: | 商學組 |
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ntu-107-2.pdf Restricted Access | 2.35 MB | Adobe PDF |
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