探討醫院歷經策略聯盟與併購之經營績效差異—以南部某地區醫院為例

Exploring the difference in operation performance between strategic alliance and acquisition: a case study of a local hospital in southern Taiwan

方素秋(Su-Chiu Fang) ； 翁瑞宏(Rhay-Hung Weng) ； 郭彥宏(Yen-Hung Kuo) ； 劉巡宇(Hsun-Yu Liu) ； 黃靖媛(Ching-Yuan Huang)

《台灣公共衛生雜誌》 35卷4期 (2016/08) Pp. 446-458

https://doi.org/10.6288/TJPH201635104081

摘要

目標：近來我國中小型醫院為求永續經營，乃積極透過各種外部合作策略，來強化醫院本身之競爭力，本研究欲探討某地區醫院歷經策略聯盟與併購之經營績效差異。方法：本研究以台灣南部某地區教學醫院為研究對象，採用個案研究法，針對該醫院進行個案分析，該醫院乃國內少見同時歷經策略聯盟與購併之醫院，績效觀察期間乃分成策略聯盟與併購兩階段：以2009年9月至2011年8月為期；以2011年9月至2013年8月為期。結果：個案醫院合作類型，於策略聯盟期間為契約式書面合約關係，個案醫院的所有權與經營權並無變動；而被併購後法律形式屬新設醫院，併購後個案醫院的所有權與經營權變動。績效分析結果顯示權益基礎併購期間的投入績效、財務績效、非財務績效優於非權益基礎策略聯盟合作期間。結論：個案醫院跨組織的合作涉入程度、關係緊密及鬆散程度、以及所有權與控制權變動皆會影響醫院經營，而在策略聯盟與併購期間經營績效亦有顯著差異。

關鍵字

策略聯盟 ； 併購 ； 經營績效 ； 醫院 ； 合作策略

並列摘要

Objectives: In order to achieve long-term survival, interorganizational cooperation is the most effective way for many small- and medium-sized hospitals to go. The aim of this study was to explore the differences in business performance between periods of strategic alliance and acquisition in one local hospital. Methods: We selected a local teaching hospital in southern Taiwan as the study subject and used the case study method to carry out our analysis. We also collected secondary data about the hospital for performance analysis. There were two periods in which performance was observed: strategic alliance from September 2009 to August 2011 as the first and acquisition from September 2011 to August 2013 as the second. Results: The strategic alliance period was a contract-based relationship. There were no changes in ownership or the management team during this period. After being acquired by a Medical Center, the case hospital became one part of a Medical Foundation system. It became a new hospital. The ownership and management team changed. The results of performance analysis showed that the case hospital had superior input performance, financial performance, and non-financial performance during the period of acquisition than that during the period of non-equity strategic alliance. Conclusions: The involvement and strengthened relationship of interorganizational cooperation and the change in ownership and control affected hospital management. There were also significant differences in business performance between the periods of strategic alliance and acquisition.

並列關鍵字

strategic alliances ； acquisitions ； business performance ； hospital ； cooperation strategy

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