醫療院所職能治療為扁平化組織，大多都無成立獨立部門，加上升遷管道有限，鮮少成為高階主管，致使職能治療於醫院體制下發展受阻，現醫療體系升遷管道不多，雖某些醫療院所設有組長、主任等管理職位，但都不算是高階主管。而轉職方面，職能治療師證照資格限本科系所畢業方能考照執業，但因此跨領域並不容易；通常以同一職類內更精進專修科目及創業比較可行，例如從生理職能轉攻社區職能治療；也可自行開業、從事復健治療相關產品研發與行銷或朝開課教學方面發展。如何擴展經營新的治療領域及架構良好的經營模式己成為現今職能治療最大的挑戰。根據國家發展委員會 (2014) 表示台灣國民於 2025 年超過 65 歲以上的高齡老年人口比達到 20%，意謂著高齡者需求會越來越龐大，且根據長期照護 2.0 政策將職能治療所列入為 B 級複合型服務中心，亦表示醫院體制以外的長期照護對於職能治療需求越來越增加，職能治療經營模式也應該越來越多元化，才能符合所有服務需求，但目前卻沒有具體的經營模式可以來參考，造成職能治療發展的阻礙。基於以上背景，本研究以職能治療產業作為探討目標，藉由不同經營模式之相關文獻及透過 Osterwalder 與 Pigneur 的商業模式圖 (Business Model Canvas) 來進行深入訪談，訪談對象為台灣相關職能治療相關背景的六個不同經營模式單位負責人，了解不同的經營模式；歸納分析後比較其關鍵成功因素共同點及不同經營模式差異點。

The organizational structure of occupational therapy among medical institutions is flat. Most of them do not have independent departments or vacancies of managerial level, which lead to the development of occupational therapy within the hospital blocked. Therefore, the current greatest challenge for occupational therapy is methods of expanding new treatment fields, management of well-formed structure. According to the data from National Development Council, In 2025, the number of elderly people over 65 years old will reach 1/5 of Taiwan population, and in turn lead to a higerdemand for the elderly. Under the National Ten-year Long-term Care Plan 2.0 occupational therapy clinic care included incombined day-care service centers (TierB ‘specialty stores’).OT should apply the Business Model more diversified in order to meet the requirement of long-term care. However, there is no specific business model could be referred, which might negatively affect the development of occupational therapy. Therefore, the objectives of this research are to discuss occupational therapy industry of various business modes, the questionnaire are designed base on Business Model Canvas then comparing with In-depth Interviews about different operational strategies from founders or CEOs from six different companies related to occupational therapy.