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題名:應用限制理論思考流程提昇公民關係管理服務品質之研究
作者:楊註成
作者(外文):Juh-cheng Yang
校院名稱:國立高雄第一科技大學
系所名稱:管理研究所
指導教授:黃照貴
學位類別:博士
出版日期:2012
主題關鍵詞:限制理論思考流程智慧資本理論公民關係管理Intellectual Capital TheoryTheory of ConstraintsCitizen Relationship Management (CiRM)Thinking Process
原始連結:連回原系統網址new window
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近年來隨著網際網路科技的普及發展,政府為提高與民眾之互動性,已建立電子通路蒐集民意與回應民眾訴求。當民眾開始習慣使用電子民意信箱後,大量民意案件透過電子管道湧入,公部門回應的速度卻開始出現瓶頸,因此如何提昇回應速度,以強化公民關係管理服務品質,就是電子化政府所面臨的挑戰。回顧往昔電子化政府與顧客關係管理文獻,發現多偏向一般策略性概化實證調查研究,對於實務操作面的診斷分析,則較為缺乏。
本研究首先回顧過去電子化政府與顧客關係管理等相關文獻,彙整出公民服務品質檢視表,提供公部門評估與檢視公民關係管理服務品質。其次,使用限制理論概念與思考流程工具,逐步圖解公部門民意案件回應,剖析其操作流程細節與核心障礙問題,依據辯證式邏輯個案質性研究方法,進行多部門多人多次深度訪談,確認影響公部門電子民意快速回應的障礙限制。最後,以智慧資本理論為基礎,提出具體解決民意快速回應之行動方案,達到優化公民關係管理服務品質。
本研究具體結果為:(一)以地方政府電子民意信箱個案為例,發現影響電子民意回應的三大核心障礙因子:1.民意案件處理相關資訊,無法於組織內部流通分享;2.跨部門的民意案件,尚未建構部門間溝通整合機制;3.公部門單位組織與任務分工複雜度高。(二)以智慧資本理論為基礎,提出三項行動改善方案:1.發掘擁有隱性知識價值之員工(人力資本),定期舉辦業務經驗傳承會議與相關活動;2.建構民意案件回應之知識管理系統(結構資本),提供基層官僚最佳參酌回應範例;3.適時邀請不同領域專家學者(關係資本),協助處理跨部門高複雜性與非結構化的民意問題。(三)個案導入行動方案半年後,電子民意信箱回應速度與內容滿意度,均呈現顯著提昇。文末提出學術與管理意涵。
In recent years the popularity of science and technology with the Internet and communication technologies (ICT) has created a new trend, leading government to not only improve interaction with the public but also to create an electronic channel to collect public opinion and respond to public demands. People have become accustomed to the use of city government Civil Service E-mail Box (CSEB), and as a large number of public opinions have been submitted through electronic channels, the public sector has begun to respond to the speed bottleneck. Therefore, how to improve response times to strengthen the quality of citizen relationship management services (CiRM) is a significant challenge of electronic government. A review of e-government and customer relationship management literature has found many past studies have tended to focus on general strategic aspects of generalized empirical investigation; however, practical operations of diagnostic analysis lacks substance.
Therefore, this study first reviews past e-government and customer relationship management and other related documents, classifying citizen view table service quality, and providing the public sector with tools to assess and review the quality of citizen relationship management services. Secondly, by use of the Theory of Constraints (TOC) concepts and thought thinking processes diagram tool, the study aims to gradually educate the public sector to respond to the details of operational processes and core problems. Furthermore, based on dialectic logic case qualitative research methods and multi-sectoral depth interviews over several times, it is hoped to gradually affect the public sector to confirm rapid response to overcome obstacles in the CSEB limit. Finally, following application of intellectual capital theory, specific solutions will be proposed to quickly respond to the actions of public opinion via citizen relationship management to optimize quality of service.
Specific results of this study: (1) The case of local government CSEB, for example, found that public opinion affected the electronic response of the three core barriers to factors: 1. Public information about the handling of cases, cannot be shared in the circulation within the organization; 2. For cases of cross-sectoral public opinion, building an inter-departmental communication mechanism of integration has not yet been carried out; 3. Units of public sector organization and division of tasks have high complexity. (2) By the intellectual capital theory, we put forward three actions to improve the program: 1. To explore the value of employees with tacit knowledge (human capital), regular meetings with business experience in heritage-related activities should be held; 2. Construction of public response to the case of knowledge management systems (structural capital), and providing examples of best response to the street-level bureaucrats should be introduced; 3. Timely invited experts and scholars in different fields (relational capital), should assist in handling highly complex cross-sectoral public opinion problems. (3) In follow-up action into the case after six months, the CSEB response rate of public satisfaction with the response content has significantly improved. Finally, discussed academic and management implications conclude the study.
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