Department of Business Administration,National Sun Yet-Sen University; Department of Business Administration,National Sun Yet-Sen University
Abc牙醫聯盟是一個擁有13家牙醫診所的連鎖體系，為解決病人來電約診、更改時間或諮詢病情時因電話轉接失誤導致的抱怨，決定試用數位工具「牙醫管家」。但試用過程中，發現不同單位執行效果差異甚大，透過分析問題並調整操作流程，讓數位工具能貼近現場需求，並產生預期之外的效益。 個案將數位工具的導入當成是組織引進一項創新，透過Rogers(2003)的組織創新過程的五個階段，帶領學生逐步解析問題。讓學生透過個案了解企業在導入數位工具的過程中，所可能經歷到的實際情況。同時用TAM理論的輔助，說明組織如何透過各種調整作為，以強化病人、牙醫師、牙醫助理等使用者的接受程度。(161_M64376620ad792_Abs.pdf(File does not exist))
Abc Dental Group is a dental care franchise with 13 dental clinics. It suffered from complaints on its telephone patient services, such as difficulties of making or changing appointments, and mistakes in transferring calls. In order to solve these issues, Abc tried out Raincloud’s digital appointment making system. At the beginning, dentists, assistants, receptionists, and patients were unwilling to use this new system for different reasons. After adjusting the appointment booking process and revising the system design, these users became willing to adopt this system. Patients’ complaints reduced and the appointment making process became more efficient. In this case study, we argued that the introduction of a digital tool is a diffusion of innovation within an organization. Based on Rogers’ (2003) five-stage model of organizational innovation, we guided students to understand how Abc Dental group introduced the new digital tool step by step, and persuaded dentists, assistants, receptionists and patients to accept this system with TAM.(161_M64376620ad792_Abs.pdf(File does not exist))
Digital Transformation, Organizational Innovation, Technology Acceptance Model, Organizational Change, Business Process Optimization
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