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Building a hospital alliance taiwan landseed medical alliance

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Abstract

Following the launch of the National Health Insurance (NHI) program in 1995, universal coverage was achieved in Taiwan. In the period immediately following the introduction of the program, private hospitals did well and many opportunists entered Taiwan's rapidly expanding, prosperous healthcare market. However, the boom did not last long, ending with Bureau of NHI's hospital global budget system in 2002. The new NHI policies, stricter regulations, and higher public expectations of healthcare services intensified competition in the healthcare market and many private hospitals were forced to close. The Taiwan Landseed Medical Alliance (TLMA) was formed in 1993 by eight hospitals. It was the first successful hospital alliance in Taiwan. Although most of the alliance members were private district hospitals, through collaboration and integrated networks TLMA offered a unique model that combined the strength of each of these small-scale hospitals. The alliance thus enhanced the ability of its members to survive despite fierce competition, and increased their capacity to provide first-rate health care. By fully implementing the operations and development strategies inherent in a collaborative hospital group, TLMA members worked through difficulties together and are already on course to meet many other alliance goals including the upgrading of hospital management practices and service quality, improvement of the medical environment, and promotion of good hospital practice. The case aims to evoke discussion on the important role of alliances in competitive markets and ways to form strategic alliances. Supportive actions and alliance structures should also be considered. [ABSTRACT FROM AUTHOR] Copyright of Asian Case Research Journal is the property of World Scientific Publishing Company and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.

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[Lu, Jui-fen Rachel] Chang Gung Univ, Tao Yuan, Taiwan

[Tsai, Terence ; Liu, Shubo Philip] China Europe Int Business Sch, Case Dev Ctr, 699 Hongfeng Rd, Shanghai, Peoples R China


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Source

Asian Case Research Journal

ISSN:0218-9275

Year:2011

Issue:1

Volume:15

Page:123-148

Powered by JCR@2011

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