醫療產業之破壞式創新 —以克里夫蘭診所為例

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：52

、訪客IP：3.22.71.18

姓名

何思璇(Sz-Suen Ho) 查詢紙本館藏

畢業系所

產業經濟研究所

論文名稱

醫療產業之破壞式創新 —以克里夫蘭診所為例

相關論文

★ 價值投資的理論與實務─以巴菲特價值投資為例

★ 企業創新應用的研究─以P&G公司為例

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

隨著醫療技術的日新月異，病患的治癒率也持續成長，但專注在技術創新的同時，是否有留意病患的醫療體驗呢？事實上，醫療產業正在發生變化，開始重視過去在醫患關係中被忽略的治癒價值、有效溝通與合作關係等，並點出醫療界必須開始重視患者感受的新概念，這些變化將是各醫療單位著手改革創新的契機。
醫療產業牽涉到生命，具有複雜性與嚴肅性，在推動創新改革時，所面對的挑戰比其他產業更艱鉅。然而，透過Clayton Christensen在1997年所提出的破壞式創新概念，並且檢視醫療單位內部的經營管理模式，能夠具體設計出更具成效的創新方案。
本文採用個案分析的方式，以醫療產業之翹楚－克里夫蘭診所為例，探討企業在導入破壞式創新時，所需考慮之資源、流程與價值主張的改革，藉由選擇合適的領導者與團隊，以順利推動流程改善，並透過確立企業的價值主張，使創新概念的專案能融入舊有的體制中，進而提升企業在醫療產業的價值。

摘要(英)

With the advances in medical technology, patient recovery rates continue to increase; but, while focusing on technological innovation, is any attention paid to the patient′s medical experience? In fact, the medical industry is undergoing changes that emphasize the value of healing, effective communication, and collaboration, all of which have been neglected in the past, and point to new concepts that must begin to focus on the patient′s experience.
The medical industry, with its life-threatening, complex, and serious nature, is more challenging than any other industry when it comes to innovation. However, through the use of Clayton Christensen′s concept of disruptive innovation that was, developed in 1997, and examination of the internal business management models of healthcare units, more effective innovations can be concretely designed.
This paper uses a case study of the Cleveland Clinic, a leader in the medical industry, to explore the resources, processes, and value propositions that companies need to consider when implementing disruptive innovation.

關鍵字(中)

★ 破壞式創新
★ 醫療產業
★ 克里夫蘭診所

關鍵字(英)

★ disruptive innovation
★ medical industry
★ Cleveland Clinic

論文目次

第一章緒論 1
1.1 研究背景與動機 1
1.2 研究目的 1
1.3 研究架構 2
第二章文獻回顧 3
2.1 破壞式創新 3
2.1.1 定義 3
2.1.2 理論架構與介紹 4
2.1.3 理論適用客群 5
2.2 健康照護體系之破壞式創新 6
2.2.1 促能因子 6
2.2.2 破壞式創新之經營模式 7
2.2.3 整合醫療單位 8
2.3 資源、流程與價值理論 10
2.3.1 資源 11
2.3.2 流程 12
2.3.3 價值主張 14
第三章研究方法與架構 16
3.1 研究方法 16
3.2 研究架構 16
第四章個案介紹 17
4.1 背景簡介 17
4.2 營業據點 17
4.3 聯合執業 21
第五章克里夫蘭診所的創新改革之路 22
5.1 提出「患者優先」的口號 22
5.2 第一次改革 24
5.2.1 啟發 24
5.2.2 建立首席經驗官、成立就醫經驗辦公室 26
5.2.3 整合醫療單位 27
5.2.4 設置成果與服務改進團隊 29
5.3 第二次改革 32
5.3.1醫療保健的世界正在發生變化 32
5.3.2 決定患者體驗的優先順序 35
5.3.3 讓患者有正確的期待 38
5.3.4 提升組織內部的文化認同 40
5.3.5 讓所有人都參與其中 42
5.3.6 用心溝通 44
5.3.7 醫生的溝通技巧 46
5.3.8 新溝通培訓方案 49
5.3.9 第二次改革成果 51
第六章結論與研究限制 55
6.1 結論 55
6.2 研究限制與建議 55
第七章參考文獻 56

參考文獻

英文資料
Ananth Raman, Anita L. Tucker. (2011, September). Cleveland Clinic: Improving the Patient Experience. Harvard Business School, case 612-031.
Anthony Ulwick. (2005). What Customers Want: Using Outcome-Driven Innovation to Create Breakthrough Products and Services. McGraw-Hill Education
C. Wickham Skinner. (1974). The focused factory. Harvard Business Review.
Cleveland Clinic. (2017). Serving Our Present, Caring for Our Future. Retrieved From http://portals.clevelandclinic.org/Portals/127/OHE-Report-2017.pdf
Daniel Goleman. (2014). Every Life Has a Story. CFA Properties, inc.
David Garvin. (1998). The processes of organization and management. Sloan management review.
Delos M. Cosgrove. (2007, August). Better Patient Experience: A Letter to Our Readers from Delos M. Cosgrove, M.D., CEO and President. Cleveland Clinic Magazine.
Fjeldstad, Øystein D., and Christian Ketels. (2006). Competitive Advantage and the Value Network Configuration. Long Range Planning, vol.39, 126.
Institute of Medicine Committee on Quality of Health Care in America. (2001). Crossing the Quality Chasm: A New Health System for the 21st Century. National Academies Press(US). doi:10.17226/10027
Izak Duenyas(2009) Lean manufacturing, Operations & processes, Process improvement. Harvard Business Publish Education.
James Merlino(2014).Service Fanatics: How to Build Superior Patient Experience the Cleveland Clinic Way [Google Books version]. Retrieved from https://play.google.com/store/books
James Merlino, Ananth Raman. (2013). Health care’s service fanatics. Harvard Business Review, 91(5), 108-116
Jeffrey Pfeffer and Gerald R. Salancik. (1978). The External Control of Organizations：A Resource Dependence Perspective. New York: Harper & Row
Jennifer Woodward. (2009).Effects of Rounding on Patient Satisfaction and Patient Safety on a Medical-Surgical Unit. Clinical Nurse Specialist, 23(4). 200-206
John D. Clough. (2005). To Act as a Unit: The Story of the Cleveland Clinic. Cleveland Clinic Press. 1-47.
Kim B. Clark, Steven C. Wheelwright. (1992). Organizing and Leading Heavyweight Development Teams. California Management Review,34,9-28.
L. Woicehovich, M.L. Rivera, J.I. Merlino. (2013, February). Ask 3/Teach 3: Improving Medication Communication Scores and Patient Safety. Group Practice Journal. 20–28.
M. K. Marvel, R. M. Epstein, K. Flowers, and H. B. Beckman. (1999). Soliciting the Patient’s Agenda: Have We Improved? Journal of the American Medical Association, 281(3). 283–287
Michael E. Porter and Elizabeth Teisberg. (2004). R.E.D.E fining competition in health care. Harvard Business Review, 82(6), 64-76
Michael E. Porter, Elizabeth O. Teisberg.(2018). Cleveland Clinic: Transformation and Growth 2015. Harvard Business School.
Michael E. Porter, Thomas H. Lee. (2013, October) The Strategy That Will Fix Health Care. Harvard Business Review. Retrieved From https://hbr.org/
Morgan McCall.(1998). High flyers: Developing the Next Generation of Leaders. Harvard Business School.
Richard M. Frankel, Terry Stein.(1999). Getting the Most out of the Clinical Encounter: The Four Habits Model. The Permanente Journal, 3(3), 79–88.
Thomas J. Graham(2016). Innovation the Cleveland Clinic Way: Powering Transformation by Putting Ideas to Work. [Google Books version]. Retrieved from https://play.google.com/store/books
Toby Cosgrove (2013). The Cleveland Clinic Way. New York: McGraw-Hill, 116-117
Tora Vinci.(2019, July 30). Cleveland Clinic No. 1 in Heart Care for 25th Consecutive Year. Cleveland Clinic. Retrieved from https://newsroom.clevelandclinic.org/
William Davidson Institute. (2009). Lean Process Improvements at Cleveland Clinic. WDI Publishing, case W87C95.
Windover, A. K., Boissy, A., Rice, T. W., Gilligan, T., Velez, V. J., & Merlino, J. (2014). The REDE Model of Healthcare Communication: Optimizing Relationship as a Therapeutic Agent. Journal of patient experience, 1(1), 8–13.

中文資料
李芳齡(譯)(民106)。創新者的修練(原作者：Clayton M. Christensen, Scott D. Anthony, Erik A. Roth)。台灣：天下雜誌。(原著出版年：2004)
李芳齡、李田樹(譯)(民106)。創新者的解答(原作者：Clayton M. Christensen, Michael E. Raynor)。台灣：天下雜誌。(原著出版年：2003)
吳凱琳(譯)(民89)。創新者的兩難(原作者：Clayton M. Christensen)。台灣：商周出版。(原著出版年：1997)
曹嬿恆(譯)(民104)。翻轉吧醫院：高效能協同醫療模式打造4贏照護體系(原作者：Toby Cosgrove)。台灣：美商麥格羅‧希爾。(原著出版年：2014)
蔡承志、許長禮(譯)(民102)。創新者的處方：克里斯汀生破、解醫護體系的破壞型解答(原作者：Clayton M.Christensen, Jerome H.Grossman, and Jason Hwang)。台灣：美商麥格羅‧希爾。(原著出版年：2008)

指導教授

王弓鄭有為

審核日期

2020-7-30

推文