目的：一、探討醫療科別跨組織合作如何進行。二、由資源基礎理論中提出影響跨組織合作的因素。三、探討醫院以資源基礎理論來發展一個醫療科別跨組織合作模式。四、以資源基礎理論，探討醫療科別跨組織合作的核心資源，及競爭力的內涵。方法：這項研究是透過深度採訪外包單位主管和區域級醫院主管的一個案例研究而他們是最適合回答問題及做深入訪談的人。他們可以提供關於組織間合作的大量相關問題。所以，我們訪談了醫院層級的主管來建立及解釋，並應用資源基礎理論和相關研究中的資源價值性及資源稀少性的高低，來建立醫療跨組織合作模式。模組類型劃分為HVHR：當資源為高價值（HV）和高稀少（HR）時，LVHR：當資源為低價值（LV）和高稀少（HR）時，HVLR：當資源高值（HV）和低稀少（LR）時。LVLR：當資源為低值（LV）和低稀少（LR）時。結果：研究顯示價值性與醫院的核心能力有正相關，醫療科別的稀少性與醫院的競爭優勢有正相關。結論：研究證明醫療院所利用跨組織的合作能有效地提高整體競爭力和服務質量並滿足客戶的需求。

Objectives: First, to explore how to organize cooperation across various hospital sectors. Second, to explore the factors that have an impact on organizational cooperation across hospital sectors. Third, to explore the development of an organizational cooperation model across hospital sectors using resource-based theory. Fourth, to explore via a resource-based theoretical view and theory the core resources of hospitals in terms of inter-organizational cooperation and competitiveness. Methods: This is a case study that used in-depth interviews with outsourcing unit leaders and regional hospital level sector leaders. These individuals are the most competent to identify relevant issues on the above subjects during in-depth interviews. They are able to provide a wealth of information on the issues that affect organizational cooperation. These hospital level leaders were interviewed and basic information obtained. Based on resource-based theory and others relevant research, the attributes of resources were identified based on the value of the resource and its rareness and these were used to establish a cooperative organizational model across the hospital. Module types were divided into four types: HVHR, which is when the resource has high value (HV) and high rareness (HR); LVHR, which is when the resource has low value (LV) and high rareness (HR); HVLR, which is when the resource has high value (HV) and low rareness (LR); and LVLR, which is when the resource has low value (LV) and low rareness (LR). Results: This study shows that the value of a resource and the hospital’s core competences show a positive correlation, Furthermore, the rareness of a medical department and the hospital’s competitive advantages also show a positive correlation. Conclusions: It is concluded that cross-organization cooperation involving cooperative medical institutions is able to effectively improve overall competitiveness, service quality and customer satisfaction.