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題 名 | 從顧客關係管理的觀點探討我國電子化政府之流程管理=Building a Process-Centric Roadmap for e-Government Success through Customer Relationship Management |
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作 者 | 劉漢榆; 黃心怡; | 書刊名 | 管理與系統 |
卷 期 | 11:2 2004.04[民93.04] |
頁 次 | 頁153-173 |
分類號 | 572.92 |
關鍵詞 | 顧客關係管理; 電子化政府; 流程管理; Customer relationship management; CRM; e-Government; Process management; |
語 文 | 中文(Chinese) |
中文摘要 | 許多國家的行政服務e化典範,說明了電子化政府(e-Government)之重大效益。 在網路行銷的趨勢下,一個以服務為主的政府,施政績效的關鍵因素之一在重視顧客關係管理(CRM)。CRM的核心價值在服務的過程,CRM導向的e-Government (e-Government/CRM)可視為一種組織再造式的業務e化流程管理;資訊系統的開發需以便民服務為基礎,必須由外而內地重新、完整定義e化的服務流程。本研究係從CRM的觀點,探討流程特性與e-Government服務品質間的關係,期望透過流程管理提升e-Government的效益。因此,以我國的為民服務標竿型政府機構之業務e化主事者為問卷對象,藉CRM的六個策略性發展構面與TQM的理念,從五種流程特性探索流程管理對減縮e-Government 服務的六種品質缺口之影響。本研究發現,採行CRM策略有助於改善e-Government的服務流程,不同的CRM策略又會造成不同的流程特性與影響。而CRM導向的流程管理對縮減品質缺口具有顯著效果。研究也發現,CRM策略與服務流程的定期檢討,有助於e-Government推動,且標竿型機構之e化業務主事者對e-Government的認知,不受職級、服務年資與e化工作年資的影響,顯示e化共識已建立;其e-Government/CRM之行動方案可作為其他政府單位的學習標竿。 |
英文摘要 | E-Government, an application of electronic commerce (EC), is a common vision among developed countries and under its best practices reveals tremendous benefit. Concerning better services for customers (citizens, businesses, agencies, and government employees) and a more effective use of scarce resources, customer relationship management (CRM) is a critical mission in the government sector. The core value of CRM is generated from the service process for clients. As such, e-Government operations on CRM (e-Government/CRM) should be centered in the management of process. The concept of CRM not only is to implement information systems, but also to completely re-define the service process from the view of facilitating clients. Based on six profitable CRM strategies for EC and six service gaps from the TQM concept through five characteristics of process, a questionnaire is developed for leading government departments/agencies in Taiwan in order to identify how the process management causes service gaps in e-Government. This research finds out that CRM strategies influence the service processes and different CRM strategies will form different process characteristics. Furthermore, the characteristics of service process influence each other. It is also identified that process design inflects quality gaps significantly. Therefore, government departments/agencies must adjust or redesign their service operations to fit their e-service objectives and constraints. The value-added of e-Government comes from the total service operations where managers should manage the CRM strategies and the processes as a whole and examine operations periodically. Finally, CRM cognition on e-Government in leading departments/agencies is independent of authorities, seniority, and working experience for e-Government. It suggests that the e-Government/CRM best practices have set up benchmarks for other governments to follow. |
本系統中英文摘要資訊取自各篇刊載內容。