| 研究生: |
周琬華 Chou, Wan-Hua |
|---|---|
| 論文名稱: |
血液腫瘤照護的去中心化轉型:數位賦能專科護理診所營運模式之研究 Decentralization Of Hematologic Oncology Care In The Digital Era: A Nurse Practitioner–Led Model |
| 指導教授: |
胡昌亞
Hu, Chang-ya |
| 口試委員: |
彭朱如
Peng, Tzu-Ju 楊君琦 Yang, Chun-Chi |
| 學位類別: |
碩士
Master |
| 系所名稱: |
商學院 - 經營管理碩士學程(EMBA) Executive Master of Business Administration(EMBA) |
| 論文出版年: | 2026 |
| 畢業學年度: | 114 |
| 語文別: | 中文 |
| 論文頁數: | 63 |
| 中文關鍵詞: | 醫療去中心化 、策略型態分析法 、嵌合抗原受體 T 細胞療法 、雙特異性 T 細胞銜接抗體 、慢性移植物抗宿主疾病 、軸輻模型 、專科護理師 |
| 外文關鍵詞: | Healthcare decentralization, Strategic profile analysis, Chimeric antigen receptor T-cell (CAR-T) therapy, Bispecific T-cell engager (BiTEs), Chronic graft-versus-host disease (cGVHD), Hub-and-Spoke model, Nurse practitioner (NP) |
| 相關次數: | 點閱:15 下載:0 |
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血癌先進免疫療法(CAR-T 與 BiTEs)與異體造血幹細胞移植(Allo-HSCT)等治療,延長了血液腫瘤病患存活期。但其長達 15 年的長期隨訪法規要求,導致集中式醫療體系面臨急性病床過載與護理人力流失的結構性困境。為回應此困境,本研究探討數位轉型下之血液腫瘤去中心化營運模式。本研究基於策略型態分析與比較型 SWOT 分析,得出醫學中心與專科護理診所之互補關係,並透過策略六大構面建構由專科護理師主導的軸輻協作網絡。本模式將亞急性期與長期隨訪轉移至社區,並規劃導入生物標記預防( BIOmarkers PREVENTion,BIOPREVENT) 針對骨髓移植後慢性移植物抗宿主疾病作為風險分層之輔助工具與將人工智慧 (AI)融入醫療與高科技領域系統化流程架構:學習-預測-監控-檢測-修正(Learn-Predict-Monitor-Detect-Correct,LPMDC),以輔助護理管理之規模化,打破傳統勞力密集限制,實現護理管理的規模經濟。在可行性評估上,財務面考量健保給付、自費科技訂閱與藥廠 B2B 數據服務之混合營收機制。法規面則提出三階段動態授權的漸進式改革建議,以突破現行預立特定醫療流程之限制。總結而言,本研究期許透過去中心化的醫療照護模式,能提供一個兼顧醫學中心、基層診所與跨國藥廠三方需求的癌後照護模式,為台灣醫療體系提供兼顧臨床安全與永續營運之轉型方向。
Advanced immunotherapies like CAR-T and BiTEs, alongside Allo-HSCT, have significantly prolonged survival for patients with hematologic malignancies. However, the regulatory mandate for 15-year long-term follow-up has plunged centralized healthcare into structural dilemmas, notably acute bed shortages and severe nursing attrition. To resolve this, this study proposes a digitally transformed, decentralized operating model. Drawing on Strategic Profile Analysis and Comparative SWOT Analysis, this research establishes the complementary roles of medical centers and grassroots clinics, leveraging the Six Dimensions of Strategy framework to construct a Nurse Practitioner (NP)-led Hub-and-Spoke collaborative network. This model strategically shifts subacute care and long-term follow-up to the community. It incorporates "BIOPREVENT" (BIOmarkers PREVENTion) for risk stratification of chronic Graft-Versus-Host Disease and integrates AI into a systematic "LPMDC" (Learn-Predict-Monitor-Detect-Correct) operational framework. This digital integration scales nursing management, overcoming traditional labor-intensive limitations to achieve economies of scale. Feasibility assessments validate a hybrid revenue mechanism encompassing National Health Insurance reimbursements, out-of-pocket tech subscriptions, and pharmaceutical B2B data services. Regulatorily, a progressive, three-stage dynamic authorization reform is proposed to overcome current rigid protocol constraints. Ultimately, this decentralized framework aligns the tri-party needs of medical centers, community clinics, and multinational pharmaceutical companies, providing a transformative blueprint for Taiwan’s healthcare system to achieve clinical safety and operational sustainability.
誌 謝 ii
中 文 摘 要 iii
ABSTRACT iv
目 錄 v
圖 次 viii
表 次 ix
第一章 緒 論 1
第一節 傳統中心化醫療中心的困境 1
一、產能與人力的錯置 1
二、地理與財務的受限 1
三、法規合規的隱性成本 2
第二節 醫療去中心化的定義與研究範疇 2
第三節 研究目的 5
一、 診斷環境條件與確立總體策略目標 5
二、 建構數位賦能之去中心化營運模式 6
三、 評估財務永續性與建構多方互利生態系 6
第二章 文獻探討 7
第一節 血液腫瘤照護之產業背景 7
一、CAR-T 治療之臨床特性與風險挑戰 7
二、CAR-T 主要產品之 CRS 與 iCANs 發生率 8
三、BiTEs 免疫療法的臨床進展與照護挑戰 9
四、HSCT 後的長期併發症管理 11
五、B 細胞缺乏:專科護理師主導長期監測的關鍵臨床標的 12
六、BiTEs 與 CAR-T 社區化的實務瓶頸 13
七、國際 LTFU 照護趨勢綜述 14
第二節 醫療照護去中心化模式 15
第三節 策略型態分析框架(環、條、目與六大構面) 22
一、選擇策略型態分析作為核心工具之理由 22
二、分析框架之運作邏輯 22
第三章 去中心化模式之策略與營運分析 23
第一節 去中心化照護生態系統圖 23
一、政策與法規層 25
二、核心照護網絡 25
三、科技賦能層 25
四、產業與資金層 25
五、支援與人才層 25
第二節 中心化與去中心化模式之比較型 SWOT 分析 26
一、SWOT 分析的執行方法與資料來源 26
二、雙模式對照矩陣(比較型 SWOT 四象限) 27
三、SWOT 交叉策略矩陣與WO雙向策略 28
第三節 外部環境、內部條件與策略目標之整合分析(環、條、目) 31
一、 外部環境分析(環) 31
二、 內部條件盤點(條) 32
三、 策略目標確立(目) 33
第四節 去中心化專科護理診所之策略六大構面 34
一、 產品線廣度與特色 34
二、目標市場區隔與選擇,建構生態系價值共創之雙軌客群 35
三、 垂直整合程度 (軸輻網絡之確立) 35
四、 相對規模與規模經濟 35
五、 地理涵蓋範圍,建構醫學中心—社區診所—居家的三層次照護網 36
六、 競爭優勢 36
第五節 營運資源需求與財務永續性評估 41
一、 混合營收支撐機制 41
二、 營運成本結構 41
三、 營收涵蓋率與財務韌性分析 41
第六節 去中心化照護生態系之多方價值對齊的三贏局面 42
第七節 章末小結 43
第四章 結論與建議 44
第一節 研究結論 44
一、營運主體的重構 44
二、服務規模的重構 44
三、價值鏈的重構 44
第二節 政策與實務建議 45
一、對醫療機構與診所管理者 45
二、對政府與健保決策者 45
三、對跨國藥廠 46
第三節 未來展望 46
第四節 研究限制 47
一、財務模型的假設侷限性 47
二、地理適用性的範疇邊界 48
三、核心人力供給的路徑假設 49
第五節 結語 49
參 考 文 獻 50
中文文獻 50
英文文獻 51
附錄一 HaH 及 LTFU 執行的預立醫療與處置流程 57
第一部分:HaH 居家常規監測與病人衛教 57
第二部分:CRS 分級處置流程 58
第三部分:iCANs 分級處置流程 59
第四部分:LTFU 長期追蹤頻率、cGVHD 管理與 B 細胞缺乏監測 61
第五部份 : NIH cGVHD 整體嚴重度評分與動態分流策略 63
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全文公開日期 2028/07/15