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題名：台灣醫療機構併購策略模式探討
作者：黃明國
作者(外文)：Huang Ming Kuo
校院名稱：國立嘉義大學
系所名稱：企業管理學系
指導教授：蔡渭水
謝龍發
學位類別：博士
出版日期：2013
主題關鍵詞：併購；合併；收購；合作策略；自然主義研究法；mergers and acquisitions；mergers；acquisitions；cooperation strategy；naturalistic paradigm
原始連結：連回原系統網址new window
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醫療政策與健保支付制度的不斷變遷，從近幾年三個層級的醫院數量變化情形發現，集團醫院或聯盟醫院持續增加。醫院近幾年一直喪失競爭力，生存空間被壓縮，中小型醫院在不優越的資源，勢必需要尋求合作互助。而大型醫院受限於床位發展，成長策略轉為向外擴張設立分院，唯，考量醫療產業服務具有區域性，故，許多醫療體系避免以自行開立方式進入新市場，轉而向生存受到壓縮的醫院招手，然而比起合作聯盟的方式，藉由併購的方式是最快達成目標。本研究探討併購理論與醫院合作關係，使用自然主義研究方法，輔以訪談的方式，探討選擇併購選擇的準則，了解是否有其他方面的因素來影響醫療產業間的併購決策。
本研究發現，目前多數醫療產業中併購方傾向被動等待機會，最主要的決策因素有四項:考量併購後是否會提高醫療服務市場經濟規模，增加資源整合的效率；是否增加佔有率降低交易成本；利用併購提高醫療服務的完整性；併購者與被併購者的理念、價值觀是否相同。此外；醫學中心選擇不同等級併購策略居多、中小型醫院則選擇同等級整合併購策略。最後，併購後多數併購方會將自己的制度直接導入被併購方的醫院，採用一步到位改變的併購整合理念。
The health environment is changing dramatically and very quickly. The number of hospital mergers and acquisitions has increased rapidly in Taiwan in recent years, hospital moved toward ever-tightening alliance. Small Medium Hospitals with limited resources and in a striking development healthcare market place have been the formation of cooperation strategy relationships between Small Medium Hospitals and large hospitals. Many hospitals choose market satellite expansion strategies because the number of hospital beds has been restricted, especially the larger hospital. However, healthcare service have regional differences, medical center hospitals avoid tackle solely on their own to enter new market, thus turn to Small Medium Hospitals to mergers and acquisitions to enter to the new market, this is the rapid way to acquiring cooperate resources and gain competitive advantage by seeking cooperation.
The research discusses mergers and acquisitions theory and hospital cooperative strategy. Through qualitative interview was conducted in this study, examines the characteristics of the naturalistic paradigm for draft mergers and acquisitions guidelines and to understand what influence the hospitals merger and acquisitions decisions. After analyzing the interview data, most acquiring hospitals action play a passive role, they were waiting for further information from target hospitals before taking any mergers and acquisitions actions. The findings were described in the following four decisions. Firstly, to capture health service market economies of scale, incentivize the physician to increase service utilization. Secondly, to reduce transaction cost and rising health serve market share. Thirdly, to increase efficiency of the health care resource integrated. Fourthly, acquiring hospitals and target hospitals have consensus business concept and value. Furthermore, academic medical Center hospitals adopted different levels mergers strategy, however, Local Community Hospitals adopted level integration mergers strategy. Finally, most acquiring hospitals adopted their own management system directly into to the target hospitals by “one step change” concept.
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