题名

聯盟網絡之聯盟型態、產業與區域特質對醫院創新的影響

并列篇名

Analyzing the Impact of Alliance Pattern, Partner Industry, and Partner Location of an Alliance Network on Hospital Innovation in Taiwan

DOI

10.6288/TJPH2007-26-05-03

作者

翁瑞宏(Rhay-Hung Weng);黃靖媛(Ching-Yuan Huang);黃金安(Jin-An Huang);蔡文正(Wen-Chen Tsai)

关键词

策略聯盟 ; 醫院創新 ; 聯盟網絡 ; 組織創新 ; Strategic Alliance ; Hospital Innovation ; Alliance Network ; Organizational Innovation

期刊名称

台灣公共衛生雜誌

卷期/出版年月

26卷5期(2007 / 10 / 01)

页次

371 - 385

内容语文

繁體中文

中文摘要

目標:探討現今台灣醫院聯盟網絡特質,並分析聯盟網絡之聯盟型態、產業與區域特質對醫院組織創新的影響。方法:以郵寄問卷方式,針對全國460家地區醫院級以上醫院之高階主管或聯盟管理者進行問卷調查,有效問卷回收率為35.45%,在檢驗樣本代表性、無反應偏差、共同方法變異與問卷信效度後,以階層迴歸進行驗證。結果:國內醫院有進行策略聯盟的醫院比率為85.18%,平均策略聯盟網絡規模為21.42家,醫院聯盟網絡不論在型態、產業與區域特質上皆具有相當的多元性,在這三種多元特質中,聯盟網絡型態多元性與地區多元性並無法對組織創新產生影響,而聯盟網絡產業多元性對管理創新乃是呈現倒U型的關係,然對醫院的技術創新卻呈現正向的直線影響。結論:醫院的聯盟網絡已相當多元,而在探討的網絡特質中,又以聯盟網絡產業多元性對於醫院創新的影響較為顯著,且此影響對管理創新與技術創新所發揮的效果是有所差異的。

英文摘要

Objectives: We placed our emphasis on exploring the characteristics of an alliance network and analyzing the impact of alliance pattern, partner industry, and partner location of an alliance network on the organizational innovation in Taiwanese hospitals. Methods: A self-administered mail survey was used to collect data. Questionnaires were sent to the top managers or alliance managers of 460 hospitals accredited as district hospitals and above. The valid return rate was 35.45%. After testing sample representativeness, non-response error, common method variance, questionnaire reliability, and questionnaire validity, we adopted a hierarchical multiple regression to analyze our research data. Results: The rate of alliance formation of Taiwanese hospitals has reached 35.45% and the average network size of strategic alliances is 21.42. Alliance pattern, partner industry, and partner location has become much more diverse. With respect to these three characteristics of diversity, the pattern diversity and the location diversity of an alliance network had no significant impact on the organizational innovation of hospitals. However, the industry diversity of an alliance network affected technological innovation linearly, but the relationship between this diversity and management innovation exhibited an inverse-U curve. Conclusions: The alliance network of hospitals has become much more diverse. In regards to several network characteristics, the industry diversity of an alliance network affects hospital innovation most significantly and has a different impact on management and technological innovation.

主题分类 醫藥衛生 > 預防保健與衛生學
醫藥衛生 > 社會醫學
参考文献
  1. 翁瑞宏(2006)。以知識基礎觀點探討聯盟網絡多元性對醫院組織創新之影響。嘉義:國立中正大學企業管理研究所。
    連結:
  2. 翁瑞宏、邱柏松、黃金安(2006)。市場與組織因素對醫院技術創新多元性之影響。台灣衛誌,25,372-383。
    連結:
  3. Ahuja G.(2000).Collaboration networks, structural holes, and innovation: a longitudinal study.Adm Sci Q,45,425-455.
  4. Anderson JC,Gerbing DW.(1988).Structural equation modeling in practice: a review and recommended two-step approach.Psychol Bull,103,411-423.
  5. Armstrong JS,Overton TS.(1977).Estimating nonresponse bias in mail surveys.J Mark Res,14,396-402.
  6. Baum JAC,Calabrese T,Silverman BS.(2000).Don`t go it alone: alliance network composition and startups` performance in canadian biotechnology.Strateg Manage J,21,267-294.
  7. Berwick DM.(2003).Disseminating innovations in health care.JAMA,289,1969-1975.
  8. Blau PM.(1977).Inequality and Heterogeneity.New York:Free Press.
  9. Burt RS.(1992).Structural Holes: the Social Structure of Competition.Cambridge, MA:Harvard University Press.
  10. Chuang LM.(2005).An empirical study of the construction of measuring model for organizational innovation in taiwanese high-tech enterprises.J Am Acad Bus Camb(JAABC),6,299-304.
  11. Damanpour F.(1991).Organizational innovation: a meta-analysis of effects of determinants and moderators.Acad Manage J,34,555-590.
  12. Dyer JH,Nobeoka K.(2000).Creating and managing a high-performance knowledge-sharing network: the toyota case.Strateg Manage J,21,345-367.
  13. Dyer JH,Singh H.(1998).The relational view: copperative strategy and sources of inter-organizational competitive advantage.Acad Manage Rev,23,660-679.
  14. Fornell C,Larcker DF.(1981).Evaluating structural equation models with unobservablevariables and measurement error.J Mark Res,48,39-50.
  15. Gift T,Arnould R,Debrock L.(2002).Is healthy competition healthy? New evidence of the impact of hospital competition.Inquiry,39,45-55.
  16. Goerzen A,Beamish PW.(2005).The effect of alliance network diversity on multinational enterprise performance.Strateg Manage J,26,333-354.
  17. Goes JB,Park SH.(1997).Interorganizational links and innovation: the case of hospital services.Acad Manage J,40,673-696.
  18. Granovetter M.(1973).The strength of weak tie.Am J Sociol,78,1360-1380.
  19. Gulati R.(1998).Alliances and networks.Strateg Manage J,19,293-317.
  20. Gulati R,Gargiulo M.(1999).Where do interorganizational networks come from?.Am J Sociol,104,1429-1493.
  21. Henderson R,Cockburn I.(1996).Scale, scope and spillovers: the determinants of research productivity in drug discovery.Rand J Econ,27,32-60.
  22. Hurley RF,Hult GTM.(1998).Innovation, market orientation, and organizational learning: an integration and empirical examination.J Mark,62,42-54.
  23. Inkpen AC,Tsang EWK.(2005).Social capital, network, and knowledge transfer.Acad Manage Rev,30,146-165.
  24. Kale P,Singh H,Perlmutter H.(2000).Learning and protection of proprietary assets in strategic alliances: building relational capital.Srategic Manage J,21,217-237.
  25. Kimberly JR,Evanisko M.(1981).Organizational innovation: the influence of individual, organizational, and contextual factors on hospital adoption of technological and administrative innovations.Acad Manage J,24,689-713.
  26. Kogut B.(1988).Joint venture: the theorical and empirical perspectives.Strateg Manage J,9,319-332.
  27. Koka BR,Prescott JE.(2002).Strategic alliances as social capital: a multidimensional view.Strateg Manage J,23,795-816.
  28. McCue MJ,Clement JP,Luke RD.(1999).Strategic hospital alliances: do the type and market structure of strategic hospital alliances matter?.Med Care,37,1013-1022.
  29. Muthusamy S,White M.(2005).Learning and knowledge transfer in strategic alliances: a social exchange view.Organ Stud,26,415-441.
  30. Niederkofler M.(1991).The evolution of strategic alliances: opportunities for managerial influence.J Bus Venturing,6,237-257.
  31. Owen-Smith J,Powell WW.(2004).Konwledge network as channels and conduit: the effects of spillovers in the boston biotechnology community.Organ Sci,15,5-21.
  32. Peng TJ,Seetoo DH,Yu CM.(2000).Inter-organizational cooperation and management mechanisms in health care industry.J Manage,17,221-268.
  33. Propper C,Wilson D,Söderlund N.(1998).The effects of regulation and competition in the nhs internal market: the case of general practice fundholder prices.J Health Econ,17,645-673.
  34. Rodan S,Charles G.(2004).More than network structure: how knowledge heterogeneity influences managerial performance and innovativeness.Srategic Manage J,25,541-562.
  35. Saxenian A.(1994).Regional Advantage.Cambridge:Harvard University Press.
  36. Shortell SM,Kaluzny AD.(2005).Health Care Management: Organization Design And Behavior.New York:Thomson Learning Inc..
  37. Stuart TE.(1998).Network positions and propensities to collaborate: investigation of strategic alliance formation in a high-technology industry.Adm Sci Q,43,668-698.
  38. Tsai CT,Huang KL,Kao CF.(2001).The relationships among organizataional factors, creativity of organizational members and organizational innovation.J Manage,18,527-566.
  39. 陳明晃、張煥禎、陳誠仁(2004)。醫院策略聯盟的實務運作-以環台醫療策略聯盟為例。醫院,37,43-52。
  40. 黃松共(2002)。醫院策略管理。台北:台灣醫務管理學會。
被引用次数
  1. 陳美霞(2011)。台灣公共衛生體系市場化與醫療化的歷史發展分析。臺灣社會研究季刊,81,3-78。
  2. 黃靖媛、曾雅禎、翁瑞宏、吳宗晉(2012)。醫院創新之外部知識來源使用與影響因素。臺灣公共衛生雜誌,31(5),460-472。
  3. 劉巡宇、黃靖媛、郭彥宏、翁瑞宏、方素秋(2016)。探討醫院歷經策略聯盟與併購之經營績效差異—以南部某地區醫院為例。臺灣公共衛生雜誌,35(4),446-458。