醫院策略聯盟的實務操作－－以環臺醫療策略聯盟為例

Hospital Strategic Alliance--A Case Study of ATHCA

醫院在面對政治、經濟，及醫療、健保政策等環境變化，如何整合有限 資源，在既有基礎上發揮更大的效益，或爭取更多的資源以利發展，是各醫 院努力的方向。在此情況下，策略聯盟遂成為許多醫院積極思考或採行的策 略。策略聯盟的議題，無論其所形成的動機、模式、運作方式、效益，學者 均有許多研究與論述，但在實務操作面，會因為成員的屬性不同，而使聯盟 產生不同的特性，也造成操作方式的差異。 環台醫療策略聯盟在成立時，為避兔因區域內的競爭關餘，選擇以盟院自 主性較高的漸近合作方式，培養信任成及默契，發展出尊重聯盟對象的行事模 式與無競爭關餘的聯盟特性。初期以行政支援系統為主要的價值活動，以避兔 聯盟成員問因尚未玲養出信任戚或默契，造成溝通不良或利益爭執，而使策略 聯盟失靈。此外，以提供資訊交換的平台、提供撮成合作的平台、知識分享交 換的運作模式，加強秘書處的操作技巧，來達成降低成本、凝聚向心力、提升 形象的成效。最終希望透過各種資源交換，來提升經營績效、增強競爭力，獲 取整合的綜效，以減少經營風險，因應未來仍不斷變化的環境。 盟院問彼此的信任程度、盟院院長對聯盟的支持與重視程度、初期的運 作成功是合作的重要基礎，是環台能夠運作成功的關鍵因素。每個盟院以長 期的策略眼光參與聯盟的運作，聯盟則結合各盟院的專長及知識能力，建立 互相交換、分享的機制與平台，以此基礎創造了許多合作的機會與可能性， 也擴展了醫院在各方面發展的層面。

Hospitals face a very dynamic environment today, not only in medical services but also in health policy, other political and economic changes. It becomes more critical for us to improve our efficiency and obtain more resources as possible. Strategic alliance, though discussed vividly in motives, models, mode of operation, effects and so on, becomes one of the solution adopted by many hospitals. However, these alliances are not the same, both in their contents and operations because of differences among joined hospitals. Around Taiwan Health Care Alliance (ATHCA) was therefore established in 1999. To avoid unwanted competition, only independent hospitals that are cooperative and trusted were invited. With the alliance, teamwork was developed gradually. In the beginning, united purchasing and training were operated to exercise the communication and trust between members. Information exchange was utilized to share the knowledge, in the same time, communication between administrators was practiced. During the cooperation, cost has been reduced, trust enhanced and the image of ATHCA brightened. An efficient, cooperative alliance that is capable to manage the changing environment is our goal with collaborations in resource sharing,efficiency improvement, risk reduction and competition enhancement. As the development and operation of ATHCA, trust increased between the member hospital followed by growth of cooperation, increased efficiency, and decreased in costs. Further sharing of resources, experiences and even personnel for an ideal teamwork shall become true with continuous efforts from each joined hospital.