醫療策略管理的基石－－如何建構高績效表現的使命報告書

The Foundation of Strategic Management for Health Care Organizations--How to Construct the High-Performance Mission Statement

使命（Mission） 為組織進行策略管理時的源頭，組織發展正式的使命報 告書（Mission Statement） 有其必要性，透過使命報告書的制定與運用，可使 得組織能夠整體性的來進行組織策略規劃。對非營利性組織來說，其管理不 是靠利潤動機的驅使，而是靠使命的聚合，我國醫療機構為非學利性組織， 透過使命報告書來整合醫療機構的策略規劃，可以讓醫療機構在面對劇烈競 爭環境時，建構出使命導向的經營策略，使得醫療機構不會在追求營運績效 提升的過程迷失方向，以創造獨特性的競爭優勢。 本研究有鑒於醫療機構使命報告書對醫療機構的重要性，因此，乃以系 統性的絮構整合過去的文獻資料，從醫療機構使命報告書的意義到如何建構 高績效表現的使命報告書作一整體性的初探，以提供國內醫療機構在發展正 式的使命報告書與落實使命內容時的建議。研究結果顯示使命報告書內容組 成、使命報告書建構過程、使命報告書的傳遞、使命報告書與組織的配合程 度皆會影響使命報告書的實行績效表現。本研究建議未來醫療機構若欲建構 高績效表現的使命報告書，應考量上述四個關鍵因素，此外，未來研究者可 以收集我國醫療機構的相關資料針對醫療機構使命相關的議題進行更深入且 具實證性的分析。

Because the mission is the origin of strategic management, it s necessary for organizations to construct mission statements. Through the establishment and the implementation of mission statements, organizations can develop their strategic plans as a whole. For not-for-profit organizations, management is not driven by profit but by missions. Health care organizations (HCOs) in Taiwan are not-forprofit ones. If HCOs in Taiwan can integrate the strategic planning according to their mission statements, they will create distinctive competitive advantages. Owing to the importance of mission statements for HCOs, this study reviews the past literature systematically to discuss what the mission statements mean and how HCOs develop high-performance ones. Finally, we give some suggestions to HCOs when they construct or implement mission statements. The result of this study shows that the components, constructing processes, delivery processes, and coordination with organizations all have impact on the implementation performance of mission statements. We propose that HCOs should consider four key factors mentioned above when they want to construct the high-performance mission statements. Besides, researchers can collect some data about mission statements in Taiwan to conduct empirical studies in the future.