以願景解構法整合醫院策略聯盟主管資訊系統

建構㆒套好的策略聯盟主管資訊系統，除了能夠整合不同醫院間的資訊系統所產生的資料外，如能同時導入良好的管理制度，更能使系統更趨完備。本文首先針對策略聯盟的特性，以平衡計分卡模型為基礎，將管理面的理論融入系統的層面㆗，最後建構適用於管理㆗心之策略聯盟主管資訊系統。換言之，在管理面，針對策略聯盟導入平衡計分卡之特殊考量，從聯盟共同使命宣言的產生至聯盟成員具體行動執行的過程㆗，提出適當的分析方法，以求得訂定主管資訊系統所需之主要績效指標。然後在系統面，再依不同的指標建立樣本醫院的資料倉儲及資料方體作為處理個別醫院之主管資訊系統的實體資料，透過簡易物件存取協定及方體整合運算解決策略聯盟主管資訊系統與各聯盟成員異質資訊系統資料存取及資料交換問題。問卷調查是以某醫學大學之兩所策略聯盟醫院㆒級以㆖之行政及臨床單位主管為研究對象。研究結果可看出策略聯盟之兩家個案醫院在經營㆖所採之策略是屬於不同性質（p＜0.05）;個案A醫院是屬於分析者策略而個案B醫院則偏向前瞻者策略。策略聯盟之兩家醫院其主管經願景解構後，發現其在財務面（Financial Aspect）、顧客面（Customer Aspect）、內部企業流程面（Internal Business Process Aspect）及學習成長面（Learning and Growth Aspect）㆗之主要績效指標重要程度的選取㆖並沒有顯著的差異性;達到㆒致性。最後擇定各構面前所需之主要績效指標，以作為建構策略聯盟主管資訊系統主要績效指標之參考。希望在未來不但能滿足高階經營者對「正確且即時資訊」的需求，而且能夠有效協助其達到溝通的目的與增加聯盟整體管理的績效。更可作為國內各醫院決策者在建構策略聯盟主管資訊系統之參考。

關鍵字

主管資訊系統；方體整合運算子；平衡計分卡；簡易物件存取協定；主要績效指標

並列摘要

A good strategic alliance executive information system should not only integrate information generated from different hospital executive information systems, but also serve as a means for providing better management making the system more complete as a whole. This study will begin by attempting to build management theory into the system based on the theory of the Balanced Score Card, with the characteristics of strategic alliance in mind, and will conclude by constructing a strategic alliance executive information system (EIS) appropriate for a management center. In other words, at the management level, based on the special considerations which the introduction of the Balanced Score Card into a strategic alliance requires, during the process from mission to action, we present an appropriate solution to identify the key performance indicators (KPI), which the Executive Information System requires. At the system level, the different KPI are used to establish sample hospital data warehouses and data cubes to handle the executive information systems (EIS) of different hospitals. The Cube Integration Operator is used to process the cube for management center of the alliance hospital. Simple Object Access Protocol (SOAP), OLAP Agent Layer, and Access Generation are used to resolve issues involving accessing and exchanging data between the distinct information systems. As part of this study, a survey was conducted at two hospitals allied to a major medical college. One hundred sixteen questionnaires were mailed to upper-level hospital executives. The survey revealed that the two hospitals have adopted different operating strategies (P<0.05). 36.67% of the executives at Hospital A were “analyzers” and 50% of the executives at Hospital B were “prospectors.” After decomposition, there were no significant differences found executive choices involving key performance indicators in Financial Aspect, Customer Aspect, Internal Business Process Aspect, and Learning and Growth Aspect. This indicates that these allied hospitals have attained consistency in integrating different key performance indicators. Finally, the KPI which the system required were adopted. This feature makes communication between different platforms much easier. This system could be served as a reference for other hospitals interested in constructing a strategic alliance executive information system.

並列關鍵字

Executive Information System (EIS) ； Cube Integration Operator ； Balanced Scorecard ； Simple Object Access Protocol (SOAP) ； Key Performance Indicator (KPI)

參考文獻

黃棟樑，〈我國電腦網路設備廠商關鍵成功因素與績效評估制度 - 以平衡計分卡分析〉，私立元智大學管理研究所，碩士論文，民87。

彭朱如，〈醫療產業中跨組織合作關係類型與管理機制之研究〉，國立政治大學企業管理研究所，博士論文，1998。彭朱如、王為元、張錦文、黃松共，〈從跨組織關係理論觀點探討醫院間的合作策略〉，Chung Yuan Journal，25卷，第4期，頁1-16，民86。彭朱如、王維元、張錦文，〈醫院對外合作策略與績效評估〉，醫院，頁31-2，民87。

朱文洋，〈中小型醫院經營策略與營運績效之探討-以平衡計分卡觀點分析〉，國立中山大學人力資源管理研究所，碩士論文，民90.6。

Barrow C. Implementing an executive information system: Seven steps for success. Journal of Information Systems Management 1990; 171(5): 122-32.

Cathy SH. The role of strategic alliances in the development of technology. Technovation 1994; 14(4): 243-57.

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以願景解構法整合醫院策略聯盟主管資訊系統

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