管理學院: 商學研究所指導教授: 江炯聰林怡君Yi-Chun, LinLinYi-Chun2017-03-032018-06-292017-03-032018-06-292016http://ntur.lib.ntu.edu.tw//handle/246246/274437　　近年來面臨內外部環境的衝擊，彰化基督教醫療體系在眾多醫療機構中，以醫療經營管理的工具與方法，領導醫療管理專業以及成長策略之典範，以維持醫療機構的醫療品質與永續經營。 　　本研究採用個案研究分析法，以彰化基督教醫療體系為主要研究個案，並以美國梅約醫學中心(Mayo Clinic)作為個案對照，兩個個案機構之發展背景與組織文化方面有相同點，但也因規模與優勢的相異，而有不同的策略發展，值得作為本研究針對彰基個案研究進行對照。 　　本研究綜合比較彰化基督教醫療體系與梅約醫學中心在組織文化、領導、董事會治理結構、成長策略與創新、醫療策略管理與財務績效等各構面之相同點與特性，同時也介紹郭守仁院長的利他主義行為（包含僕人式領導與轉型領導之特質），凸顯組織文化與領導對組織成長策略與管理之影響。 　　研究結果發現：彰基以創業育成之觀點，吸引不同合作夥伴共同開發新市場，以醫務管理知識與彰基品牌為優勢，創造培訓輔導、財務投資與多角化經營等營收模式。梅約醫學中心憑藉醫療技術與實務的優勢，以合作的模式增加病患的接觸率，透過技術研發合作與授權，增加與人才交流合作的機會，創造技術移轉收入與專利權收入的營收模式。 　　研究結論與管理意涵係以組織文化為延伸，反映彰化基督教醫療體系與梅約醫學中心在營運策略與成長創新之特色，包含：組織文化對組織成長擴張策略與財務績效的影響、領導特質對重新展現組織文化的影響、董事會治理結構對於信仰使命與世俗化求生存的決策影響、軟實力（知識、資訊與文化精神）為成長與創新的基礎、組織文化對於醫療策略管理與財務策略的影響。 　　本研究以創新個案分析架構，探討個案機構之組織文化、領導、董事會治理結構、成長策略與創新、醫療策略管理以及財務績效，同時對照美國梅約醫學中心之案例，以歸納及演繹法而得出結論與管理意涵，以期作為其他醫療機構或產業在永續經營的學習典範。在個案研究方法的限制下，建議未來研究可針對國內醫療機構作為對照個案機構以及長期縱貫的研究設計。In recent years, when facing the impact of internal and external environment, Changhua Christian Healthcare System (C.C.H.) has utilized many management tools to improve quality of medical care and sustainable development. In this study, case study analysis is used on the C.C.H., the main case study, and the US Mayo Clinic, the comparison case. Though both cases have similar characteristics on cultural background and organizational development, their different scales and advantages lead to varied development strategies. In this study, a comprehensive comparison of C.C.H. with Mayo Clinic in terms of each facet of organizational culture, leadership, structure of board governance, growth strategy and innovation, strategy management in healthcare systems and financial performance, etc. At the same, the altruism behavior (including characteristics of servant leadership and transformation leadership) of Superintendent, Dr. Shou-Jen, Guo, is described, highlighting the impact of organizational culture and leadership to the growth strategy and management. The findings are that: with the view of incubation, C.C.H. attracts different partners to develop new markets. Based on the knowledge of medical management and advantage of brand superiority, C.C.H. creates revenue model of mentoring, financial investment and diversification. On the other hand, using the advantage of medical technology and practice, Mayo Clinic increases the contact rate of patients in a cooperative mode and enhances the opportunity of talent exchange and development via cooperation and authorization of R&D. In this way, the revenue generated from technology transfer and patent fee are expected. Conclusions and implications are based on organizational culture as an extension to reflect the characteristics of operating strategy, growth and innovation of Mayo Clinic and C.C.H.. This includes the impact of organizational culture on organizational growth strategy and financial performance, the impact of characteristics of leadership on re-demonstration of organizational culture, the impact of board governance structure on the strategy making between mission and survival, soft power (ex. knowledge, information and cultural spirit) as a foundation for growth and innovation, influence of organizational culture on strategy management in healthcare system and financial strategy. Innovative case study approach is taken to investigate the organizational culture, leadership, the board governance structure, growth strategy and innovation, strategy management, and financial performance of C.C.H, with comparison to the case of the US Mayo Clinic. Under the method of induction and deduction, it derived conclusion and management implications, which are expected as a model to other medical institutions and other industries. With the limitation of case study method, to take domestic medical institutions as comparison case and to design a long-term longitudinal case study for future research are suggested.論文使用權限: 不同意授權醫院營運策略組織成長創新彰化基督教醫療體系梅約醫學中心Operating strategygrowth and innovationChanghua Christian Healthcare SystemMayo Clinicthesis10.6342/NTU201603495