台灣醫學中心導入知識管理之個案研究

A CASE STUDY OF KNOWLEDGE MANAGEMENT IMPLEMENTATION ON A MEDICAL CENTER IN TAIWAN

王森洤(Shen-Chuan Wang)

指導教授 ： 盧煜煬

元智大學/管理學院/管理研究所/碩士(2006年)

摘要

以知識為基礎的新經濟浪潮，已成為全球經濟發展的趨勢。擁有許多知識工作者與具高度醫學知識的醫療產業，自不能忽視知識管理對於醫療院所提升競爭優勢的影響。本研究為醫學中心導入知識管理的單一個案研究，選定的個案為曾得獎的已導入知識管理的醫學中心藥劑部門。本研究針對個案導入知識管理的過程與學者的知識管理理論做了驗證；對於個案的整體成果評估，則嘗試以KMAT、KMD、DSA、Kermally知識管理量表在多種層面上進行評分。研究結果發現，研究個案的理論驗證結果相似度達75%。在評估個案整體導入知識管理的成果上，以雷達圖來凸顯其在領導、文化、流程、技術、結構與衡量各層面之缺口。本研究也針對個案的關鍵成功因素與個案的導入經驗提出探討與建議。本研究個案在知識管理的導入流程上尚能符合學者理論之訴求，唯在績效衡量上還有改善的空間。本研究的成果可作為各醫療院所的醫藥、護理與醫術技術部門導入知識管理時的參考。

關鍵字

知識管理 ； 醫學中心

並列摘要

The knowledge-based economics have been a new global economic development trend. The health care industry, possess so many knowledge workers and owns so much medical high-techs, could not ignore the effect of knowledge management on competitive superiority. This is a single case study of a medical center which was awarded a national bio & medical care quality prize about patient-safety in 2004. The pharmaceutical department of medical center has implemented knowledge management as a PCKMS. This study tried to verify the KM theory focus on the process of KM implementation. For the entirety result assessment on KMS, I tried to score with the KMAT, KMD, DSA and Kermally KM measurement tools. I drew radar chart to show the gap about KM implememtation on leadership, culture, process, technology, structure and measurement sections. I also tried to find the key success factors and describe the KM implementation experience. On the result of this study, I found that the observed case may 75% follow the KM theory, but still has some room to improve on the performance evaluation of KMS. I recommend that the results of this study can be a good reference when deploying KM system to other medical, nursing and medical technology department.

並列關鍵字

knowledge management ； medical center

參考文獻

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