Strategies for creating added value for private hospitals through telemedicine systems in the digital age
Article Sidebar
Main Article Content
Abstract
This study aimed to examine private hospitals' value-added strategies via telemedicine in the digital age. The objectives were to analyze strategic elements influencing value creation, assess the relationship between telemedicine service design (process, personnel, technology, and data) and clinical and business outcomes, and propose a policy and management framework for sustainable and safe telemedicine expansion in the Thai context. This qualitative study examined literature on concepts and theories regarding private hospitals' value-added strategies via telemedicine in the digital age, and analyzed data content. The results revealed that strategic components of telemedicine systems include patient-centered service delivery, digital technology development to enhance operational efficiency, and the creation of new revenue models aligned with digital consumer behavior. Furthermore, comprehensive service design across four dimensions process, personnel, technology, and data positively impacts both service efficiency and hospital business outcomes, particularly in reducing waiting times, increasing patient satisfaction, and reducing readmission rates. In terms of policy and management framework development, it was found that establishing a data governance system, developing a digital infrastructure, and establishing strategic partnerships between the public, private, and educational institutions are key drivers of sustainable telemedicine growth in Thailand over the long term.
Article Details
References
กระทรวงสาธารณสุข. (2565). รายงานยุทธศาสตร์สุขภาพดิจิทัลแห่งชาติ พ.ศ. 2565–2570. กรุงเทพฯ: สำนักงานปลัดกระทรวงสาธารณสุข.
สำนักงานคณะกรรมการพัฒนาการเศรษฐกิจและสังคมแห่งชาติ. (2560). แผนพัฒนาเศรษฐกิจและสังคมแห่งชาติ ฉบับที่ 12 (พ.ศ. 2560–2564). กรุงเทพฯ: สศช.
Bashshur, R., Shannon, G., & Krupinski, E. (2013). Sustaining and realizing the promise of telemedicine. Telemedicine and e-Health, 19(5), 339–345.
Christensen, C. M. (2017). The innovator’s dilemma: When new technologies cause great firms to fail. Harvard Business School Press.
Dorsey, E. R., & Topol, E. J. (2020). Telemedicine 2020 and the next decade. The Lancet, 395(10227), 859.
HL7 International. (2014). FHIR Release 2 (Fast Healthcare Interoperability Resources). Retrieved from https://www.hl7.org.
Kruse, C. S., Krowski, N., Rodriguez, B., Tran, L., Vela, J., & Brooks, M. (2017). Telehealth and patient satisfaction: A systematic review and narrative analysis. BMJ Open, 7(8), e016242
Kvedar, J. C., Fogel, A. L., & Elenko, E. (2016). Digital medicine’s march on chronic disease. Nature Biotechnology, 34(3), 239–246.
PDPA. (2562). พระราชบัญญัติคุ้มครองข้อมูลส่วนบุคคล พ.ศ. 2562. ราชกิจจานุเบกษา.
Porter, M. E. (2019). Competitive advantage: Creating and sustaining superior performance. Free Press.
Porter, M. E., & Teisberg, E. O. (2006). Redefining health care: Creating value-based competition on results. Harvard Business School Press.
Porter, M. E., & Lee, T. H. (2013). The strategy that will fix health care. Harvard Business Review, 91(10), 50–70.
World Health Organization (WHO). (2010). Telemedicine: Opportunities and developments in Member States: Rep.
World Health Organization (WHO). (2021). Global strategy on digital health 2020–2025. WHO. ort on the second global survey on eHealth. WHO Press.
