醫療服務業是重「經驗」的產業,然而目前大多數的醫療服務行政管理部門,對於其組織內部知識及經驗的生產與累積,轉移傳遞,缺乏有系統的運作,在台灣業界也缺乏「典範」(paradigm)可資移植仿傚,也由於其營運過程繁瑣,牽涉的產業與職種眾多,因此,成功與獲利的關鍵技術在於流程與經驗的整合,使每一項資源都能有效發揮其效益,而此關鍵技術強化的重心,就在經驗、「工作知識」的累積、移轉與運用。 由於早期知識管理在醫療產業的應用付之闕如,目前並沒有任何相關的研究,所以本研究採用探索性的個案研究,配合深度訪談的方式,將訪談所得之一級資料,配合本研究採用之架構與七大構面,以半結構化的質化分析方式進行邏輯化方式,呈現訪談資料的分析結果。 本研究針對區域與地區醫療產業在知識的取得、轉移、分享、蓄積、創造上的現況和異同進行探討,以了解其行政部門在推動知識管理時,管理階層及員工對於知識動態循環的認知及態度,以及醫療組織的企業文化、科技設備及管理制度現況和對知識管理的影響;最後以本研究架構中的七大構面,知識取得、知識移轉、知識蓄積、企業文化、管理制度以及科技,來針對區域和地區級受訪醫療院所,做出總結與建議。
The healcare service is an industry depending on “experience”, however, most of the department of healcare service management couldn’t transfer their organizational inside knowledge and experiences systematically, and there is still no “paradigm” can be emulated in Taiwan. Because of completed operation processes, lots of industry and staff involved in this field, key to success and profit factor is the technology integrating processes and experiences to make each resource been efficiently. Therefore, the way to improve key management technology is “working knowledge” accumulating, transferring and application. Because of exiguous references focusing on KM application in healcare service, this research is an exploratory case study with depth interview to get ordinary data, and based on qualitative methods analyzing data by seven dimensions to show the consequence. This research is focusing on differences of knowledge getting, transferring, sharing, saving and creating in the administration department of regional and district hospital, the perception and attitude when manager stuff and employee face knowledge dynamic cycle, the status of enterprise culture, IT equipment and management system and how the affection to KM in healcare service.