智慧醫療被視為提升醫療效能的核心路徑，然而醫療機構在強化內部效率時，往往與病患外部感知產生脫鉤。若忽視此現象，實務工作者可能誤以為投入智慧醫療資源即可自動提升病患感知，顯示出深入掌握此議題的實務重要性。為解決此問題，本研究建構多維度效率—感知對齊框架，追蹤 38 家醫院7年期(2015-2021年)之縱斷面數據，結合三階段網絡資料包絡分析醫療價值鏈內部醫療價值鏈效率。同時，本研究運用語意探勘萃取病患外部感知，進而建構智慧醫療標竿對齊矩陣，進行智慧醫療價值評估與策略對齊分析。 實證結果顯示，內部效率與外部感知除了皆為智慧醫療價值評估中不可或缺的構面外，內部效率與外部感知也存在顯著的評價落差。大型醫學中心雖具備高內部效率，卻常因組織分工過細及程序冗長導致服務工具化，引發病患疏離感。研究論證醫療機構智慧化須將焦點從技術中心的單向導入，轉移至以病人為中心、醫病價值共創的雙向策略對齊，方能克服管理盲點確保競爭韌性。本研究建構的雙軌評估機制，填補了多階段動態效率與深層語意挖掘的理論空白，亦為醫療機構導入智慧醫療策略提供科學的管理決策工具。;Digital Health is recognized as a core pathway to enhance healthcare effectiveness. However， healthcare organizations often experience a decoupling between internal efficiency and external perception when strengthening internal operations. If this phenomenon is overlooked， practitioners might mistakenly assume that investing resources into digital health automatically improves patient perception， demonstrating the practical importance of gaining a deep understanding of this issue. To address this problem， this study constructs a Multidimensional Efficiency， Perception Alignment Framework， tracking longitudinal data from 38 hospitals over a seven year period， 2015 to 2021， and combines a 3-stage Network DEA Model to analyze internal efficiency within healthcare value chains. Simultaneously， this study utilizes text mining to extract external perception from patients， thereby constructing a DH Benchmarking Matrix to perform evaluating digital health value and strategic alignment analysis. Empirical results demonstrate that， in addition to both being indispensable dimensions in evaluating digital health value， there is a significant efficiency， perception gap between internal efficiency and external perception. Although large medical centers possess high internal efficiency， excessive organizational division of labor and prolonged procedures frequently lead to the instrumentalization of services， causing a sense of patient alienation. The study argues that hospital digital health transformation must shift its focus from the unidirectional implementation of technology centered approaches toward bidirectional strategic alignment characterized by patient centered care and value co-creation in healthcare， thereby overcoming managerial blind spots to ensure competitive resilience. The dual track evaluation mechanism constructed in this study fills the theoretical gap in multi stage dynamic efficiency and deep sentiment mining， while also providing a scientific managerial decision making tool for healthcare organizations implementing digital health strategies.
