摘要(英) |
In this consumer-oriented-modern day, it is unable to meet people’s requires in terms of expecting a quick response from public authorizes due to the large size of government organization, the complication of multi-level chains and the extensive length of organizational commands.
This case study is to promote “e-government” project by applying Information Technology into the system of customer service in our country. In order to accomplish the goal of improve administrative efficiency, moreover, to strengthen communications between people and government, this “e-government” project is designed to reduce time and space constraints that block services to publics.
This study contains collection and compilation for relevant documents. By importing individual Customer Service System study method into an individual case institute, this case study investigates the difficulties and problems that were encountered before importing Customer Service System and the execution process while importing. On the other hand, this study is based on the analytical basis through Diamond Model by Leavitt(1965). Accordingly, it gathers the factors that result in personnel resistance when the system was actually running by four dimensions: technology, interactive tasks, personnel and organization. Additionally, by understanding how problems occur when importing new Information Technology and clarifying what the real problems are, this study is to reduce the risk of similar problems. Furthermore, it is to enhance capabilities of responding for importing any new Information Technology in the future.
It is discovered in this case study that personnel, interactive tasks and organization structures are changed when the individual institute imports new Information Technology. It is verified that the four dimensions of Diamond Model would influence one another. In short, when importing and executing new Information Technology, public authorities must consider not only the technological functions but also the features of organization. In other words, technology, interactive tasks, personnel, and organization structure shall be classified as the components in order to response rapidly once the problem has occurred.
|
參考文獻 |
中文部分:
1. Wikipedia(2013.10.6)。臺灣總督府交通局鐵道部。取自 http://zh.wikipedia.org/wiki/%E8%87%BA%E7%81%A3%E7%B8%BD%E7%9D%A3%E5%BA%9C%E4%BA%A4%E9%80%9A%E5%B1%80%E9%90%B5%E9%81%93%E9%83%A8
2. Wikipedia(2013.12.24)。臺灣鐵道史。取自 http://zh.wikipedia.org/wiki/%E8%87%BA%E7%81%A3%E9%90%B5%E9%81%93%E5%8F%B2
3. Yin, K. R.(2003)。個案研究設計與方法(周海濤、李永賢、張蘅譯)。台北:五南圖書。
4. 丁導民(1996)。 空中大學學生自我導向學習準備度,電腦態度與電腦成就關係之研究。國立中正大學成人及繼續教育研究所碩士論文。
5. 交通部(2004)。 交通部臺灣鐵路管理局組織條例。
6. 朱愛群(1994)。論行政病態現象及病態矯治原理。台北:三鋒出版社。
7. 行政院研究發展考核委員會(1997)。電子化∕網路化政府中程(1998至2000年度)推動計畫。
8. 行政院研究發展考核委員會(2013)。第四階段電子化政府計畫(2012年至2016年)(核定版),頁122。
9. 吳定、張潤書、陳德禹、賴維堯(1996)。行政學(二)。台北縣:國立空中大學。
10. 李玉霞(2007)。應用鑽石模型探究ERP導入後議題。中央大學資訊管理學系學位論文,頁54。
11. 李治安(2014.2.21)。〈自由廣場〉《澄社評論》駭客無任務。自由時報。取自 http://news.ltn.com.tw/news/opinion/paper/756157
12. 林東清(2002)。資訊管理-e化企業的核心競爭能力(第1版)。臺北:智勝文化事業有限公司。
13. 林東清、孫培真、徐景智(2000)。影響資訊系統使用者抗拒行為之原因:以計劃行為理論為基礎之整合研究。資訊管理研究,2(2),頁 1-26。
14. 林東清、黃貞芬(1995)。資訊系統開發生命週期之人員衝突研究,3(1),頁 126-150。
15. 林嘉誠(2004)。知識型政府的理念。
16. 金耀基(1966)。現代人的夢靨。台北:台灣商務。
17. 洪致文(1992)。台灣鐵道傳奇。時報文化。
18. 高淑慧(1995)。學習型組織理論之研究。國立政治大學公共行政研究所碩士論文。
19. 康樂、簡惠美譯(M. Weber)(1993)。支配社會學(Economy and society)。台北:遠流出版公司。
20. 張承漢(1998)。社會組織與社會關係。台北市:幼獅。
21. 張金鑑(1991)。行政學典範(第4版)。台北:中國行政學會。
22. 梁麗珍(2001)。二詹在職學生自我導向、學習動機、學習策略與自我概念相關之研究。彰化師範大學工業教育學系博士論文。
23. 陳永祥、杜善良、林鉅鋃、黃武次(2010)。監察院九十九年度「政府採購法公布施行10年來,關於限制性招標、最有利標、最低標之成效檢討」專案調查研究。
24. 陳伯璋(1990)。教育研究方法的新取向。台北:南宏圖書。
25. 陳詩雅(2013)。公文線上簽核系統導入之研究-以鑽石模式為基礎。國立中央大學資訊管理研究所碩士論文。
26. 楊玉明(1988)。高齡者電腦態度之研究, 高雄師範大學成人教育研究所碩士論文。
27. 趙胤芝(2002)。企業創新專案關鍵成功因素之研究-以ERP之導入為例。國立輔仁大學管理學院研究所碩士論文。
28. 鄭仁偉、簡剛民(2010)。組織彈性的質化研究。中小企業發展季刊。
29. 盧希鵬(2011.7.20)。資訊管理。經理人月刊。取自 http://www.managertoday.com.tw/?p=821
30. 盧偉斯(1998)。科層型政府困境的解讀─語意、組織論與行政價值的認知。警學叢刊,29(2),頁231-250。
31. 謝清佳、吳琮璠(2009)。資訊管理:理論與實務(第6版)。臺北市:智勝文化。
32. 蘇國勛(1989)。理性化及其限制─韋伯思想引論。台北:桂冠圖書公司。
英文部分:
1. Becker, M. H. (1970). Factors affecting diffusion of innovations among health professionals. American Journal of Public Health and the Nations Health, 60(2), 294-304.
2. Bostrom, R. P., & Heinen, J. S. (1977). MIS Problems and Failures: A Socio-Technical Perspective. MIS quarterly, 1, 17-32.
3. Bretschneider, S. (1990). Management information systems in public and private organizations: An empirical test. Public Administration Review, 50(5), 536-545.
4. Danziger, J. N., & Kraemer, K. L. (1986). People and computers: The impacts of computing on end users in organizations. New York: Columbia University Press.
5. Denzin, N. K., & Lincoln, Y. S. (2005). The SAGE Handbook of Qualitative Research (3rd ed.). London: Sage.
6. Gagnon, Y.-C. (2001). The behavior of public managers in adopting new technologies. Public Performance & Management Review, 337-350.
7. Galbraith, J. R. (1973). Designing complex organizations. MA: Addison-Wesley.
8. Garson, D. G. (1993). Human Factors in Information Systems. In Robert T. Golembiewski ed., Handbook of Organizational Behavior. New York: Marcel Dekker.
9. Ginzberg, M. J. (1987). Steps Toward More Effectives Implementation of MS MIS. Interface, 8(3).
10. Huczynski, A. (1987). Encyclopedia of organizational change methods. Gower Aldershot.
11. Jones, G. R., George, J. M., & Hill, C. W. L. (2002). contemporary management. McGrow-Hill.
12. Kalakota, R., & Robinson, M. (1999). e-Business Roadmap for Success. Reading, Addison Wesley Longman, 165-168.
13. Laudon, K., & Laudon, J. (2009). Management Information Systems (周宣光, Trans. 11 ed.). Prentice Hall.
14. Laudon, K. C., & Laudon, J. P. (1994). Management information systems: Organization and technology (3rd ed.). Macmillan Pub. Co.
15. Laudon, K. C., & Laudon, J. P. (2000). Management information systems: Organization and technology in the networked enterprise (6th ed.). Prentice-Hall, Inc.
16. Leavitt, H., J. (1965). Applied Organizational Change in Industry, Structural Technological and Humanistic Approaches. In J. G. March (Ed.), Handbook of Organizations (pp. 1144-1170). Chicago: Rand McNally.
17. Leavitt, H. J., & Whisler, T. L. (1958). Management in the 1980’s. Harvard Business Review.
18. Lipsky, M. (1980). Street-Level Bureaucracy. New York: Russell Sage.
19. Markus, M. L. (1983). Power, politics, and MIS implementation. Communications of the ACM, 26(6), 430-444.
20. Markus, M. L., & Robey, D. (1988). Information technology and organizational change: causal structure in theory and research. Management science, 34(5), 583-598.
21. McDonald, P. R., & Eastlack Jr, J. O. (1971). Top management involvement with new products: Majority of CEO′s report participation. Business Horizons, 14(6), 23-31.
22. McLuhan, M. (1994). Understanding media: The extensions of man. MIT press.
23. O′Hara, M. T., Watson, R. T., & Kavan, C. B. (1999). Managing the three Levels of Change. Information Systems Management, 16(3), 63-70.
24. Perri6. (1997). Holistic Government. London: Demos.
25. Scott, W. R. (1992). Organisations: Rational, Natural and Open Systems. New York: Prentice Hall International.
26. Sum, N.-L. (2009). The production of hegemonic policy discourses: ‘competitiveness’ as a knowledge brand and its recontextualizations. Critical Policy Studies, 3(2), 184-203.
27. Thompson, J. D. (1967). Organizations in action. New York: McGraw-Hill.
28. Venkatraman, N. (1991). IT-Induced Business Reconfiguration. In M.S. Scott Morton, The Corporation of the 1990s (pp. 122-158). New York: Oxford University Press.
29. Zuboff, S.(1988)。In the age of the smart machine: the future of work and power。New York:Basic Books。
|