國內醫院多面臨數位轉型挑戰，相較於企業數位轉型著眼於運用數位科技提升整體經營流程以創造利潤，醫院數位轉型則以提升「醫品病安」為目標，也此特殊性，採用全面改造資訊系統的方式，可能有不利「醫品病安」的風險。因此，回歸以病人為中心梳理醫院關鍵流程，盤點可動資源與適用技術，釐清數位轉型目的後再排定投入的優先次序，是更合適於醫院數位轉型任務的途徑。

服務設計作為一種著重共創協作和迭代精進的引導創新方法，已普遍應用於解決組織面對用戶體驗的複雜系統與流程問題。歐美先進國家也有醫院體系採用服務設計應對外部的技術演進，以驅動組織變革與鑑別數位轉型發展策略的案例。文獻回顧醫院服務設計的相關研究，多關注設計活動的推動流程與創新提案本身。究竟應如何導入服務設計，以作為驅動醫院數位轉型之有效途徑？更進一步，服務設計活動的經驗與觀念是否能內化於組織，對組織的變革能力帶來正面影響?

本論文主要採質性研究，透過探討「C醫院新建醫療大樓創新服務體驗設計」個案尋求上述問題的解答。研究以半結構式深度訪談，對參與本案的C醫院人員6名（包含管理層、人資、個管、護理與資訊）與外部設計顧問S團隊3名，探索專案背景、執行經過、導入過程以及評價，另亦徵詢3名醫療資訊專家客觀看法。

訪談記錄經過經編碼分析，梳理出四階段服務設計活動過程模型。服務設計若由外部團隊協助執行，較能超然地於組織內與跨部門、跨層級對話，共同探討以用戶為中心的價值導向轉型規劃，因此可讓醫院循序漸進地提案、測試、迭代實施各項流程創新，因此服務設計可為驅動醫院數位轉型的一種有效途徑。

本研究進一步提出，要讓醫院服務設計案發揮「設計引導轉型」效果，持續促發組織變革的內生性動能，組織本身應有由上而下、明確的轉型意圖，在導入服務設計時也應在組織端規劃承接者以讓服務設計的觀念與技巧得以傳承。設計從業者則應更多探究醫院組織脈絡、專案背景、轉型企圖、協調團隊成員、找出內部擁護者、建立共同目標，並適度簡化服務設計流程，以契合醫院繁重的任務步調與破碎化時間。期許本研究的建議，能讓國內醫院管理層與資通訊先進，在面臨複雜醫院數位轉型任務時，指出一條新的途徑與可能方案。

Hospitals in Taiwan are frequently confronted with the challenges of digital transformation. Unlike digital transformation in business corporates, which leverages digital technology to enhance overall operational processes for better profit, the goal of digital transformation in hospitals is to improve “healthcare quality and patient safety.” Given this unique context, a comprehensive overhaul of the hospital information system could threaten the quality of medical services. Therefore, a more suitable approach for hospitals in digital transformation involves reviewing their patients’ journey and healthcare processes, defining available resources and applicable technologies, clarifying their digital transformation goals, and deciding the tasks should be put on higher priority.

Service design, a method of guiding innovation that emphasizes collaborative co-creation and iterative refinement, has been widely utilized to address complex system and process issues related to user experience within organizations. There are also instances of hospital organizations in Europe and North America adopting service design to respond to external technological trends, thereby driving organizational change and identifying digital transformation strategies. Based on the literature reviews of this study, research related to service design in hospitals primarily focuses on the process of design activities and the proposed creative ideas through design events. However, how could service design serve as an effective method for driving digital transformation in hospitals? Furthermore, can the experiences and concepts derived from service design activities be internalized within the organization, thereby positively influencing the agency on organizational change?

This thesis primarily employs qualitative research methods, seeking answers to the aforementioned questions through the case study, “Service Innovation at C Hospital’s New Cancer Center Building”. A series of semi-structured interviews were conducted to explore the project background, execution process, implementation, and feedback with six Hospital staff members (including the leadership team, human resources, case manager, nursing staff, and MIS staff) and three external design consultants of S Studio who participated in this project. Some alternative opinions of three medical information experts were also concluded in this study.

The interview records were analyzed, resulting in a four-phase service design activity process model. When external team facilitates service design, it can more effectively engage in dialogues that allow moving between content and context and across departments' silo and hierarchical levels, jointly exploring user-centered, value-oriented transformation plans. This allows the hospital to propose, test, and implement various process innovations progressively. Therefore, service design can serve as an effective approach to driving digital transformation in hospitals.

This study further proposes that for hospitals that conducted service design projects to exert the effect to stimulate the internal agency and culture for organizational change continuously, the organization should possess a top-down, clear intention for change. When introducing service design, the organization should also plan for an internal successor at the organizational level to preserve the concepts and skills of service design. External design consultants should put more effort into exploring the hospital’s organizational context, project background, and transformation intentions, coordinate team members, identify internal advocates, establish common goals, and moderately simplify the service design process to align with the hospital’s heavy workload and fragmented time. It is hoped that the recommendations of this study can provide a new pathway and potential solution for the domestic hospital leadership team when facing the complex task of digital transformation.

一、中文部分

(一)專書論著
[1] 林文綺、陳學琳、應用劇本實驗室團隊（2023）。小處著手厚設計 大健康劇本導引設計思考工具書 (初版)。出色文化事業出版社。

(二)期刊及研討會論文
[1] 李瑞珠（2004年9月）。知識密集服務業發展策略之探討。行政院經建會 台灣經濟論衡，2(9)，1-46。
[2] 林金定、嚴嘉楓、陳美花（2005年）。質性研究方法：訪談模式與實施步驟分析。身心障礙研究季刊，3(2)，10。
[3] 洪慧涓（2006年）。蘇格拉底式對話。教育科學期刊，6(2)，1-16。
財團法人醫院評鑑暨醫療品質策進會醫院評鑑組、衛生福利部醫事司（2019）。新一循環醫院評鑑研修重點。醫療品質雜誌，13(5)，30-34。
[4] 張嘉芳、郭彥宏、張怡萱、陳綾穗、蕭世槐（2021）。推動國際醫院評鑑對醫師的病人安全文化態度之影響。醫務管理期刊，22(2)，151-170。
[5] 許文馨、潘建一（2007年11月16-17日）。台灣各級醫院之醫院資訊系統現況與分析〔研討會演講〕。PROCEEDING OF INTERNATIONAL MEDICAL INFORMATICS SYMPOSIUM IN TAIWAN 2007，花蓮縣，台灣。
[6] 萬文隆（2004年）。深度訪談在質性研究中的應用。生活科技教育月刊，37(4)，17-23。
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(三)學位論文
[1] 林志蔚（2014）。探討參與式設計在醫療空間設計之使用後評估〔未出版碩士論文〕。臺北醫學大學醫務管理學系暨研究所碩士在職專班。
[2] 邵瑜珮（2009）。從服務創新、服務品質與組織績效三面向探討台灣醫療產業之未來規劃〔未出版碩士論文〕。臺灣大學管理學院商學研究所。
[3] 郭齡霞（2013）。以人為本服務創新設計-以中區某教學醫院癌症門診化療為例〔未出版碩士論文〕。虎尾科技大學經營管理研究所。
[4] 陳文萱（2015）。以洗腎病人為中心的服務設計〔未出版碩士論文〕。國立清華大學科技管理學院經營管理碩士在職專班。
[5] 陳建宏（2023）。後設型醫療機構的數位轉型〔未出版博士論文〕。國立中山大學企業管理學系。

(四)網路資料
[1] 王若樸（2023年6月9日）。全臺最大醫療IT革新來臨 衛福部揭次世代HIS平臺大架構。Healthcare+ B2B 全球醫療採購網。https://www.taiwan-healthcare.org/zh/news-detail?id=0rvyp7xjaefghvmf&utm_source=
EZMail&utm_medium=email&utm_campaign=dailynews_0609 （最後瀏覽日：2024年5月8日）
[2] 王若樸（2023年10月20日）。新光醫院HIS一次全面大換新，大力發展對外應用瞄準微服務。iThome電腦報。https://www.ithome.com.tw/people/
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[4] 陳培琳（2021年12月10日）。服務設計-規劃數位轉型藍圖的好工具。IEK產業情報網。https://ieknet.iek.org.tw/iekrpt/rpt_more.aspx?actiontype=
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[6] 勤業眾信Deloitte（2017年7月20日）。勤業眾信研究生醫趨勢 認數位轉型為當下關鍵課題。Deloitte勤業眾信。https://www2.deloitte.com/tw/tc/pages
/life-sciences-and-healthcare/articles/trend-transformation.html。（最後瀏覽日：2024年5月10日）
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二、外文部分

(一)專書論著
[1] Benyon, D. (2014). Designing interactive systems: A comprehensive guide to HCI, UX and interaction design. Pearson.
[2] Fry, K. R. (2019). Why Hospitals Need Service Design: Challenges and methods for successful implementation of change in hospitals. Service design and service thinking in healthcare and hospital management: Theory, concepts, practice, (pp377-399). Springer.
[3] Govindarajan, V., & Trimble, C. (2005). Ten rules for strategic innovators: From idea to execution. Harvard Business Press.
[4] Langley, A., & Abdallah, C. (2015). Templates and turns in qualitative studies of strategy and management. Research methods for strategic management (pp. 137-166). Routledge.
[5] Romm, J., & Vink, J. (2019). Investigating the “in-betweenness” of service design practitioners in healthcare. Service Design and Service Thinking in Healthcare and Hospital Management: Theory, Concepts, Practice, (pp117-135). Springer.
[6] Stickdorn, M., Hormess, M. E., Lawrence, A., & Schneider, J. (2018). This is service design doing : Applying Service Design Thinking in the Real World. O'Reilly Media, Inc.
[7] Yin, R. K. (2009). Case study research: Design and methods (Vol. 5). Sage.
[8] 山崎和彦、上田義弘、高橋克実、早川誠二、郷健太郎、柳田宏 (2012)。エクスペリエンス・ビジョン: ユーザーを見つめてうれしい体験を企画するビジョン提案型デザイン手法。丸善出版。

(二)期刊及研討會論文
[1] Buchanan, R. (1992). Wicked problems in design thinking. Design issues, 8(2), 5-21.
[2] Bucher, S., & Langley, A. (2016). The interplay of reflective and experimental spaces in interrupting and reorienting routine dynamics. Organization Science, 27(3), 594-613.
[3] Feldman, M. S. (2000). Organizational routines as a source of continuous change. Organization science, 11(6), 611-629.
[4] Feldman, M. S., & Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative science quarterly, 48(1), 94-118.
[5] Frei, F. X. (2008). The four things a service business must get right. Harvard business review, 86(4), 70-80.
[6] Freire, K., & Sangiorgi, D. (2010). Service design and healthcare innovation: From consumption to co-production to co-creation. In Proceedings of 2nd Service Design and Service Innovation conference, ServDes. 2010. Linköping Electronic Conference Proceedings.
[7] Gamson WA (1996) Safe spaces and social movements. Perspectives Soc. Problems 8:27–38.
[8] Hertog, P. D. (2000). Knowledge-intensive business services as co-producers of innovation. International journal of innovation management, 4(04), 491-528.
[9] Hurley, R. F., & Hult, G. T. M. (1998). Innovation, market orientation, and organizational learning: an integration and empirical examination. Journal of marketing, 62(3), 42-54.
[10] Junginger, S. (2005). A different role for human-centered design within the organization. Design System Evolution Proceedings, 1-12.
Junginger, S., & Sangiorgi, D. (2009). Service design and organisational change. Bridging the gap between rigour and relevance. International association of societies of design research 2009 (pp. 4339-4348). KOR.
[11] Kim, S. H., & Song, H. (2022). How digital transformation can improve hospitals’ operational decisions. Harv Bus Rev.
[12] Kurtmollaiev, S., Fjuk, A., Pedersen, P. E., Clatworthy, S., & Kvale, K. (2018). Organizational transformation through service design: The institutional logics perspective. Journal of Service Research, 21(1), 59-74.
[13] Matt, C., Hess, T., & Benlian, A. (2015). Digital transformation strategies. Business & information systems engineering, 57, 339-343.
Sangiorgi, D. (2011). Transformative services and transformation design. International Journal of Design, 5(2), 29-40.
[14] Secomandi, F. D. C., & Snelders, D. (2018). Design processes in service innovation. Design Studies, 55, 1-4.
[15] Sun, Q. (2022). Service design in organisational change. Proceedings of DRS2022: Bilbao, 1-19.
[16] Verner, J. M., Sampson, J., Tosic, V., Bakar, N. A., & Kitchenham, B. A. (2009, April). Guidelines for industrially-based multiple case studies in software engineering. 2009 Third International Conference on Research Challenges in Information Science (pp. 313-324). IEEE.
[17] Vial, G. (2021). Understanding digital transformation: A review and a research agenda. Managing digital transformation, 13-66.

(三)網路資料
[1] Design Council (2003). The Double Diamond-A universally accepted depiction of the design process. Design Council UK. https://www.designcouncil.org.uk/our-resources/the-double-diamond/（最後瀏覽日：2024年5月11日）
[2] Designit Oslo Design team (2015). Redesigning Breast Cancer Diagnostics. The Index Project. https://theindexproject.org/award/nominees/122 （最後瀏覽日：2024年5月11日）
[3] Livework Studio. Can service design deliver organisational change? liveworkstudio.com https://liveworkstudio.com/insight/can-service-design-deliver-organisational-change/ （最後瀏覽日2024年5月20日）
[4] Mildred Figueroa Carrera, Maria Lucia Carrillo Herrera, Valeriia Goncharova, Sayori Mukherjee & Shahrzad Habibiparsa. Designing the future of healthcare services through participatory speculative design. liveworkstudio.com. https://liveworkstudio.com/insight/designing-the-future-of-healthcare-services-through-participatory-speculative-design/（最後瀏覽日：2024年5月9日）
[5] Salesforce, Inc., What Is Digital Transformation? Why Is It Important? Salesforce, Inc. https://www.salesforce.com/products/platform/what-is-digital-transformation/,（最後瀏覽日：2024年5月5日）