從動態能力觀點探討環境對組織轉型之影響-以敏盛醫控公司為例

張嘉年

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從動態能力觀點探討環境對組織轉型之影響-以敏盛醫控公司為例

The Impact of Environment on the Organizational Transformation from a Dynamic Capabilities Perspective：A Case Study of MissionCare Inc.

張嘉年 , Masters　　Advisor：陳忠仁　　

繁體中文

動態能力；個案研究；醫療產業；敏盛醫控公司；私立醫院； Dynamic Capabilitie ； Case Study ； Health care industry ； MissionCare Inc. ； Private Hospital

Abstract │ Reference (154) │ Altmetrics

Abstract 〈TOP〉

Parallel Abstract 〈TOP〉

Early days, Taiwan government only provided social insurance for those who had jobs such as labors and farmers. Most elders and children were not protected by the social insurance, so the government implemented the National Health Insurance (NHI) in order to protect all the Taiwanese. However, medical expenses were continuously growing and NHI faced financial losses. The government proposed global budget system etc. to control medical expenses. For the past decade, the aging population in Taiwan and the trend of globalization encourage health care institutions to provide total care as well as to improve health care industry by cooperating with the tourism industry, the science and technology industry. However, the health care environment in Taiwan is dynamic and the number of private hospitals is decreasing. In addition, the number of small and medium-sized hospitals is gradually shrinking.
    This research uses the case study method to view the dynamic course of development of the health care environment and MissionCare Inc. in the past 40 years. MissionCare Inc. is located in Taoyuan County. Yang, Min-Sheng set up the open hospital in Taoyuan County in 1975. In 1981, Min-Sheng Open Hospital was transformed to Min-Sheng General Hospital. Yang, Min-Sheng opened up more hospitals in Taoyuan later. Min-Sheng Regional Hospital was established in 2001. In 2006 MissionCare Inc. was established to fulfill the specialization purpose. In recent years, the MissionCare Inc. is more active about the development of international medical service and telecare. 
    The research results show that the health care industry environment constantly changing, and MissionCare Inc. also continues to adjust its organizational structure and accumulate its’ capabilities to adapt to environmental changes. Second, MissionCare Inc. learns from others and integrates members’ resources and know-how by forming strategic alliances. Third, MissionCare Inc. accumulates experiences and capabilities through strategic alliances, then it sets up its own company to operate the business. That allows different members to have the same objective, and that also facilitates the distribution of benefits to each other.

Reference ( 154 ) 〈TOP〉

Amit, R., & Schoemaker, P. J. H. (1993). Strategic assets and organizational rent. Strategic Management Journal, 14(1), 33-46.
連結：
Autio, E., Sapienza, H. J. & Almeida, J. G. (2000). Effects of age at entry, knowledge intensity, and imitability on international growth. Academy of Management Journal, 43(5), 909–924.
連結：
Barreto, I. (2010). Dynamic Capabilities: A Review of Past Research and an Agenda for the Future. Journal of Management, 36(1), 256-280.
連結：
DiMaggio, P. J., & Powell, W. W. (1983). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. American Sociological Review, 48(2), 147-160.
連結：
Eisendhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10), 1105-1121.
連結：

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