This study explores how a healthcare organization can strategically orchestrate a digital platform-based business ecosystem (BE) to drive service innovation, improve care quality, and enhance patient-centered outcomes. Using SH Medicine Corporation in Taiwan as a case study, this research provides new insights into how service-dominant logic (SDL) and digital transformation reshape organizational practices and interorganizational coordination in healthcare.
Adopting a qualitative case study approach, this study analyzed SH's ecosystem development through semi-structured interviews, document analysis, and on-site observations. The case illustrates how SH, as a focal actor, integrates hospitals, pharmacies, biotech firms, and digital service platforms into a decentralized yet coordinated system. The analysis draws on the theoretical lenses of SDL, resource orchestration, and business ecosystem theory.
The findings reveal that SH leverages modular platform design, AI-enabled services, and real-time data orchestration to enhance procedural efficiency, service accessibility, and care personalization. By actively engaging with patients and community members as value co-creators, SH redefined the boundaries of traditional healthcare delivery. This study also highlights how SH aligns innovation with national health insurance policies to overcome resource constraints and sustain operational performance.
This study contributes to the healthcare management literature by demonstrating how platform-based ecosystems and digital transformation can be operationalized to achieve both innovation and equity in healthcare services. It extends the SDL theory to health system design and identifies ecosystem-level resource orchestration as a critical capability for advancing resilient, intelligent, and inclusive healthcare organizations.
