醫院智慧資本與組織創新之實證研究

A Study of the Relationship between Intellectual Capital and Organizational Innovation in Hospitals

目的：組織的知識、創新、資訊、智慧財產、經驗等無形資產所創造的價值已逐漸取代勞力、土地、設備等有形資產，顯見智慧資本與創新能力對醫院面對競爭的環境及創造本身競爭優勢以取得永續經營的目標，具有關鍵性的影響。方法：以台灣550家醫院人事主管為對象，共寄出550份問卷，回收有效問卷288份（佔1.8%）。期能驗證醫院的智慧資本對組織創新的相關性與影響程度，並對醫療機構經營者提出建議。結果：性別、年齡、年資、教育程度、醫院層級、醫院屬性對智慧資本及組織創新的認知有顯著差異；人力資本、結構資本、關係資本與管理創新、技術創新皆達顯著正相關；人力資本、結構資本、關係資本對管理創新及人力資本、結構資本對技術創新具有顯著影響力。結論：為使提升員工的知識、技能與經驗以產生新的想法與創新的技術，建議醫院應形塑為學習型組織並推動知識管理活動，將員工的新想法、知識與技術應用於醫療照護及行政流程、開發出新的產品與服務，在組織內營造新的思維以提升解決問題的能力及創造附加價值，並建立內、外部關係的綿密網絡，達成組織追求創新之目標與經營績效，重視並培養員工對於組織創新的敏感性與態度，納入員工提出的改善方案並落實執行，以建構永續經營的競爭優勢。

Purposes: Intangible organizational assets such as knowledge, innovation intellectual property, and experience have gradually replaced tangible assets such as labor, land and equipment. Intellectual capital and organizational innovation have a critical impact on enterprises as they strive to create a competitive advantage and reach the goal of sustainable operation in this highly competitive environment. The aims of this study were to verify the correlation and degree of influence between intellectual capital and organizational innovation in hospitals and to determine the extent to which organizational knowledge was the basis for the sustainable development of innovation and the creation of a niche for each hospital. Methods: We selected 550 human resource department managers from hospitals in Taiwan as the study subjects. Results: The results showed that different demographic variables including gender, age, seniority, educational level, hospital level, and hospital property, showed significant differences in intellectual capital and organizational innovation. There were also significant positive correlations among the three dimensions of intellectual capital, including human capital, structural capital and relational capital, and the two dimensions of organizational innovation, including management innovation and technological innovation. All three dimensions of intellectual capital had a significant influence on management innovation, but only human capital and structural capital had a significant influence on technological innovation. Conclusions: When employees have high levels of knowledge, skills and experience, they are able to generate new ideas and innovative technology; therefore, we recommend that hospitals should be reshaped as learning organizations, knowledge management activities should be promoted, and new ideas, knowledge and technology should be applied to health care, administrative processes, and the development of new products and services. The hospital manager should create a new way of thinking within the organization in order to enhance problem-solving skills which would create added value, and establish a tight-knit network of internal and external relations to reach organizational goals of innovation and enhanced business performance. Managers should also pay attention to and cultivate employees’ sensitivity and attitudes toward organizational innovation. Any improvement plan proposed by employees should be assessed and, if appropriate, implemented in order to build a sustainable competitive advantage.