本個案描述2020年全球面臨新冠病毒來襲時，健保署運用完善的資訊基礎設施，迅速開發相關應用服務，成功擋住第一波的邊境防疫及發展實名制口罩的防疫措施，讓臨近中國大陸的臺灣在這次疫情中，並未如預期般發生嚴重疫情，而健保署如何妥善運用資訊科技及敏捷行動力，在跟時間賽跑過程中，完成一次又一次不可能任務。
2003年歷經SARS慘痛經驗後，政府重新檢討國內防疫體系缺失，透過「組織調整」、「法規檢討」及「落實實務運作」加強政府與民間的合作關係等，逐步修訂防疫策略。當本個案於2020年面臨新冠病毒肆虐時，除了政府及全民充份落實防疫政策之外，健保署充份發揮資訊部門長期累積的資源及能力，展現組織敏捷性以及靈巧運用資源拼湊方式，迅速完成雲端旅遊史服務及口罩公平分配之購買機制，並協同民間社群運用健保的開放資料(open data)製作口罩地圖，而這些應用都是健保署同仁在嫻熟網路架構下憑借專業技能發展出來，充份展現公私部門實踐協同創新力量，因此臺灣在2020年之新冠病毒疫情中，展現令世界各國有目共睹的防疫成果，乃緣於高達99.6%的健保納保率、完整的醫療網絡以及防疫策略奏效，亦為臺灣寫下成功資訊科技防疫史。
本論文採用哈佛式個案撰寫法，包含個案本文及個案教學指引兩部分，個案教學指引對個案中的討論內容做詳細說明，主要議題有組織敏捷性、資源拼湊理論、協同創新及資訊科技防疫，分別就文獻學說及個案分析進行探討，希冀以實務驗證理論，理論引領實務方式，瞭解個案機關如何運用公、私部門協同創新力量，開創資源整合新局，實現應用資訊科技防疫之目標。

This case describes how the National Health Insurance Administration (NHIA) used information infrastructure to rapidly develop related application services when Taiwan encountered the new coronavirus in 2020. They blocked the first time of border control and developed a mask-rationing plan, so that the new coronavirus outbreak did not grow in Taiwan. The NHIA properly used its information technology and agile action to complete the impossible task again and again.
After the tragic experience of SARS in 2003, the Government reviewed the deficiencies of the epidemic prevention system in the domestic and gradually revised its epidemic prevention strategy through "organizational adjustment", "regulation review" and "implementation of practical operations" to strengthen the co-operation between the Government and non-governmental organization. When facing the new coronavirus epidemic in 2020, not only the Government but also citizens fully implemented the epidemic prevention policy. The NHIA completed the Cloud Travel History Services and the purchase mechanism of fair distribution of masks by using the long-term accumulated resources and capabilities of the information sector. This demonstrated the agility and dexterity of the organization. The NHIA cooperated with the civil community to use open data of health care to build mask maps. These applications were developed by members with skills in the network of NHIA, which demonstrated the cooperation between the public and private sector and the ability of collaborative practices and innovation. Therefore, Taiwan has showed the results of efficient epidemic prevention that are obvious to all countries globally, due to the reasons of the health insurance coverage rate is up to 99.6%, the complete medical network and epidemic prevention strategy. The thesis demonstrates the history of epidemic prevention of information technology in Taiwan.
This thesis is written in the format of Harvard business school cases method, and contains the case study and case teaching guidelines. The teaching topics includes organizational agility, resource bricolage theory, collaborative innovation, and epidemic prevention of information technology. The thesis helps readers understand how the NHIA integrates the resource of the public and private sectors to collaborate and further initiate innovations of applying information technology to prevent epidemic in Taiwan.

一、 英文部分
1. Ansell, C., & Miura, S. (2020). Can the power of platforms be harnessed for governance? Public Administration, 98(1), 261-276. doi:http://dx.doi.org.ezproxy.lib.ntust.edu.tw/10.1111/padm.12636
2. Bugshan, H. (2015). Co-innovation: the role of online communities. Journal of Strategic Marketing, 23(2), 175–186. https://doi-org.ezproxy.lib.ntust.edu.tw/10.1080/0965254X.2014.920905
3. Chao He, Jianqi Zhang, & Heng Liu. (2015). How SMEs Promote Innovation through Bricolage: the Mediating Effect of Intellectual Capital. Academy of Management Annual Meeting Proceedings, 2015(1), 1. https://doi-org.ezproxy.lib.ntust.edu.tw/10.5465/AMBPP.2015.17473abstract
4. Gonçalves, L. C., Mitkova, L., Cerruti, C., Doloreux, D., & Vale, G. M. V. (2020). Les paradoxes de l'innovation collaborative. Management International, 24(5), 12-17. Retrieved from https://login.ezproxy.lib.ntust.edu.tw/login?url=https://www-proquest-com.ezproxy.lib.ntust.edu.tw/scholarly-journals/les-paradoxes-de-linnovation-collaborative/docview/2480006216/se-2?accountid=8014
5. NOURI, B. A., & MOUSAVI, M. M. (2020). Effect of cooperative management on organizational agility with the mediating role of employee empowerment in public transportation sector. Cuadernos de Gestión, 20(2), 15–46. https://doi-org.ezproxy.lib.ntust.edu.tw/10.5295/cdg.170873ba
6. Senyard, J., Baker, T., Steffens, P., & Davidsson, P. (2014). Bricolage as a Path to Innovativeness for Resource-Constrained New Firms. Journal of Product Innovation Management, 31(2), 211–230. https://doi-org.ezproxy.lib.ntust.edu.tw/10.1111/jpim.12091
7. Sørensen E, Torfing J. Enhancing Collaborative Innovation in the Public Sector. Administration&Society.2011;43(8):842-868.doi:10.1177/0095399711418768
8. Teece, D., Peteraf, M., & Leih, S. (2016). Dynamic Capabilities and Organizational Agility: RISK, UNCERTAINTY, AND STRATEGY IN THE INNOVATION ECONOMY. California Management Review, 58(4), 13–35. https://doi-org.ezproxy.lib.ntust.edu.tw/10.1525/cmr.2016.58.4.13
9. Troccoli, I. R., & Felizardo Jr., N. Á. (2020). Exchanging roles: an insight into the theory of value co-creation. Journal of Marketing Theory & Practice, 28(3), 272–285. https://doi-org.ezproxy.lib.ntust.edu.tw/10.1080/10696679.2020.1756342 
二、 中文部分
1. 劉于瑄（2006），餘裕資源、資源拼湊、產品多角化與創新之關係─吸收能力之調節效果分析，中興大學企業管理學系所碩士論文。
2. 許秀影(民104)。政府專案管理創新思維。國家發展委員會出版國土及公共治理季刊，3(3)，45-54。
3. 李珅旭(民109)。社群媒體價值共創之研究，國立臺北科技大學管理學院EMBA泰國專班碩士論文。
4. 李昱墨（2011），網絡關係、組織敏捷性與組織績效之關係研究-以台灣平板玻璃產業為例，交通大學經營管理系所碩士論文。
5. 謝翠娟(2012)，電子化政府與新科技。國內學術電子期刊，(480), 26-33
 
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2. 經理人網頁。這才叫超前部署！健保署默默做的 2 件事，讓「健保卡」變成防疫的關鍵(民109年4月14日)。檢自https://www.managertoday.com.tw/articles/view/59589(Oct.24,2020)。
3. 衞生福利部中央健康保險署出版品年報網頁。全民健保20週年叢書系列-藍海雲端(全民健保資訊系統建置施政紀實)(民103年12月)。檢自https://www.nhi.gov.tw/Nhi_E-LibraryPubWeb/Periodical/P_Detail.aspx?CPT_TypeID=4&CP_ID=135(Oct.24,2020)。
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