組織內部與外部價值活動之交易互動－價值鏈觀點

The Exchange of Value Activities within and between Organizations-Value Chain Perspectives

10.6504/JOM.2005.22.06.03

蔡雅芳(Ya-Fang Tsai)；胡哲生(Jer-San Hu)

內部價值活動 ； 價值鏈 ； 企業交易 ； 價值創造 ； 內部行銷 ； 醫療服務 ； 經營流程 ； Internal value activity ； value chain ； b-to-b exchange ； value creation ； internal marketing ； medical service ； business process

管理學報

22卷6期（2005 / 12 / 01）

727 - 742

繁體中文

組織間價值交易，不僅只是將上游廠商所創造的價值產出，經由交易移轉僅與組織本身價值鏈的主要活動相連結，更包括企業內部支援活動，如何評估外部資源移入效益，據以制定外部資源獲取決策。因此，組織的主要及支援的價值活動或部門在組織間的交易過程中，不僅需要供應方的實體商品，也需要依附在商品交易的技術、資訊、知識等無形商品，提供給買方的各相關部門，經由內部管理機制、研究發、採購、人力資源管理等支援活動，轉變成組織內部決策規範的資訊與資源的分配依據，強化內部主要活動的能力與系統效率。換言之，企業間交易活動的效益，仍然需要經由組織價值鏈活動的移轉與轉㧏，才能發揮交易標的物的真正價值。過去有關組織交易及內部行銷相關議題研究，較忽略深入分析代表組織運作的價值鏈活動於交易中之相互關係。本研究以醫療機構為研究對象，並以價值鏈互動為分析單元，藉由解析醫療服務流程以辨認組織內部與組織間之交易互動，以及該互動的價值鏈活動性質，最終共獲得組織內部與組織間各四種交易互動組合。

The value exchanging between businesses is not only to concern how to link the shift-in physical products of up-stream firms with self's primary activities, but also to enforce and evaluate the value generating from the auxiliary services, information, and knowledge of intangible product through self's supporting activities. Therefore, both the primary and supporting activities will influence the value creation of exchange between businesses via the participation of internal value process. Few of the established studies about b-to-b exchange focused on the functions of internal value chain in the exchange process. This study expects to inquire (1) interaction between internal and external value chain in b-to-b exchange, and real functions of each primary and supporting activities, (2) application of internal marketing in the exchange process between value chains, after the interviewing and observation in medical field of hospital. Through the inquiry in-depth about the managerial decision analysis and the practical operations, this study has generated main discoveries as follows. 1. When the internal supporting activities interact with other supporting activities, which emphasize the offering of decision information for each department to assure their assistances and policy consistency. 2. When the internal supporting activities interact with primary activities, which emphasize the offering of resources, capability, and instruction etc. to assure of self's output quality and operation standardization. 3. When the internal primary activities interact with supporting activities, which emphasize the providing of customers' needs and improving advises to influence the managerial decisions. 4. When the internal primary activities interact with other primary activities, which emphasize the offering of needed up-stream and down-stream operations to accomplish the whole output value. 5. When the external supporting activities interact with internal supporting activities, which emphasize the processing of supplied information, then to influence other activities by policy or regulation via interactions between internal supporting and primary activities. 6. When the external supporting activities interact with internal primary activities, which emphasize the using of technology, knowledge, and operating specification to improve output via interactions between internal primary and other primary activities. 7. When the external primary activities interact with internal supporting activities, which emphasize the processing of industrial information from suppliers serving experience to comply internal strategy with environmental needs via interactions between internal supporting and primary activities. 8. When the external primary activities interact with internal primary activities, which emphasize how to link the supplying resources, functions, and services with internal operating process to empower self's value generating ability via interactions between internal primary and other primary activities.

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