自1995年健保開辦以來,整個醫療環境也跟著改變。醫院經營者為突破因為全民健保帶來的問題,依據醫院本身條件調整經營策略,如選擇策略聯盟、委外合作、連鎖、加強對外跨組織關係的管理…等來因應健保制度,以求能夠生存與發展。本研究採用質性研究之深度訪談法與參與觀察法,選取S區域醫院微創中心為個案研究對象,目的在探討跨組織學習與知識移轉機制,以及可能產生的議題。 根據訪談資料分析整理,歸納出「跨組織學習知識移轉機制」、「跨組織學習障礙」、「跨組織學習效果」等三個構面,探討在跨組織學習時,S區域醫院微創中心所建立的知識移轉機制與所面臨的跨組織學習障礙,以及組織間不斷謀和與檢討之後,所產生的跨組織學習效果。
Since 1995, National Health Insurance Policy has been established in Taiwan which brings in an overall medical environment change. To confront with the operational difficulties brought up by these changes, managers in hospitals have adaptively tried to adjust their operational strategies in accordance with the hospital’s existing conditions such as strategic alliance, outsourcing, chain management, and inter-organizational relationship management. Their goal is to continuously develop and survive within the changing environment. By using the qualitative depth interview and participant observation research methods, this study adopted minimal invasive surgery center of S regional hospital in Taiwan as the case for study. The goal of this study is to explore the inter-organizational learning and knowledge transferring mechanisms, and possible issues generated. In accordance with the analytical results, the authors induced three constructs: knowledge transferring mechanism, learning disorders, and learning effects of inter-organization. In short, it summarized the knowledge transferring mechanism developed by S hospital during inter-organizational learning, issues confronted, and described on inter-organizational learning effects.