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    政大典藏 > College of Commerce > MBA Program > Theses >  Item 140.119/128995
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/128995


    Title: 職業衛生安全服務企業的平台化設計與創新商業模式個案研究 -以UHealth為例
    A Study on Business Models of Occupational Safety and Health Enterprise - The case of Uhealth
    Authors: 陳思婷
    Chen, Szu-Ting
    Contributors: 邱奕嘉
    Chiu, Yi-Chia
    陳思婷
    Chen, Szu-Ting
    Keywords: 勞工健康保護
    職業安全衛生法
    價值鏈重組
    平台經營模式
    Date: 2019
    Issue Date: 2020-03-02 11:38:52 (UTC+8)
    Abstract: 為改善職場勞工身心健康及工作安全,勞動部職業安全署於 102 年 7 月 3 日 修正職業安全衛生法,並逐步將相關法規些改得更為完善且嚴格,也代表企業與 專業醫療體系的合作將會大幅提升‧而在企業端與醫療體系尚未有系統性相互配 合管道的狀況下,如何有效的媒合雙方,就是需解決的一大議題,其中更牽涉到 資源的整合、供需的配對、時程規劃與成果檢視等等實際執行下所面臨的問題‧
    本研究採取個案研究法,希望透過實地訪談,分別找出企業與醫療體系兩者 在這個政策執行上會面臨的問題為何?以職業醫療資訊平台 UHealth 為例,研究 其平台模式,瞭解其如何幫助在勞工健康保護規則下的供需雙方降低成本、提高 健康照護品質,以達到提升勞工健康的權益、降低勞工身心問題之影響,以達到 提升勞工健康的權益、降低勞工身心問題之影響,如此才可能提升勞工的工作效 率、創造更多社會利益‧
    本研究得出之結論顯示,以平台化經營為核心的新創職業衛生安全企業,需 透過實體與虛擬的價值鏈分析找出原有的關鍵價值活動,以提升市場效率與服務 附加價值為核心來對其去蕪存菁、創新再造。除此之外,必須了解法規與隱私問 題是創新價值創造的一大阻力,但透過資訊科技完善平台生態系統後將能取得領 先於傳統競爭者的營運優勢。另一方面,在設計營收模型時,需要隨著經營方向 的不同具有動態調整的能力,並且掌握到自身最有價值的關鍵資源或活動為何, 再搭配思考可能的付費對象是誰,才能有更佳的商業模式。
    Reference: 中文文獻
    1. Jeffrey F. Rayport, Bernard J. Jaworski(黃士銘, 洪育忠, 傅新彬翻譯),(2006)。電子商務概論。臺北市 : 麥格羅.希爾出版 ; 臺北縣五股鄉 : 普林斯頓總經銷。
    2. 吳孟樺,(2013)。勞工健康檢查制度現況與問題之研究--台北市醫療機構個案分析,國立臺北大學,公共行政暨政策研究所碩士論文,台北。
    3. 臺北市政府法務局,臺北市法規查詢系統,上網日期2018年7月13日,檢自:http://www.laws.taipei.gov.tw/lawsystem/wfLaw_Information.aspx?LAWID=A040290070002500-20171113

    英文文獻
    1. Amit R. and Zott C., (2001). Value creation in business. Strategic Management Journal. Vol22, pp.493-520.
    2. Eisenmann, T., (2008). Managing Proprietary and Shared Platforms, California Management Review, Vol.50(4), pp.31-53
    3. Eisenmann, T., Parker, G., Van Alstyne, M., (2006). Strategies for two-sided markets, Harvard Business Review, Vol. 84 Issue 10, pp.92-101.
    4. Eisenmann, T., Parker, G., Van Alstyne, M., (2011). Platform Envelopment, Strategic Management Journal, December 2011, Vol.32(12), pp.1270-1285
    5. Evans D., (2003). The Antitrust Economics of Two-Sided Markets. Yale Journal of Regulation, forthcoming.
    6. Grönroos, C., & Voima, P., (2013). Critical service logic: making sense of value creation and co-creation. Journal of the Academy of Marketing Science, 41(2), 133-150.
    7. Gulati, R., Nohria. N., Zaheer. A., (2000). Strategic Networks. Strategic Management Journal, vol. 22, pp. 203-215.
    8. Hansen, Morten T., Birkinshaw, J., (2007). The Innovation Value Chain, Harvard Business Review.
    9. Iansiti, M., Levien, R. (2004). Strategy as Ecology. Harvard Business Review.
    10. Kaplinsky, Raphael and Morris, Mike (2002). A Handbook for Value Chain Research. Institute of Development Studies.
    11. Katz, Michael L., Shapiro, Carl., (1985). Network Externalities, Competition, and Compatibility, Vol. 75, No. 3, pp. 424-440.
    12. Kim, Junic. (2016). The Platform Business Model and Strategy: A Dynamic Analysis of the Value Chain and Platform Business, The University of Manchester, Manchester, UK.
    13. Patterson, Laura. (2016). Reverse Your Value Chain to Be More Customer-Centric. The CEO refresher: Marketing insight.
    14. Parker, G., Van Alstyne, M. (2012). A digital postal platform: Definitions and a roadmap. The MIT center for digital business.
    15. Porter, Michael, (1979). How competitive forces shape strategy, Harvard Business Review, Vol.57(2), p.137.
    16. Rochet, Jean-Charles, and Jean Tirole. (2003). Platform Competition in Two-Sided Markets. Journal of the European Economic Association, Vol. 1 ,No. 4,pp. 990–1029.
    17. West, J., (2003). How open is open enough?: Melding proprietary and open source platform strategies. Research Policy, vol. 32, pp. 1259–1285.
    Description: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    104363086
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0104363086
    Data Type: thesis
    DOI: 10.6814/NCCU202000262
    Appears in Collections:[MBA Program] Theses

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