Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/125952
|
Title: | 公辦都更服務缺口之研究- 以PZB模型為架構 An empirical investigation of the Service Gaps in the Government-led Urban Renewal: Taking the PZB model as framework |
Authors: | 謝文欽 Xie, Wen-Qin |
Contributors: | 羅明琇 Lo, Ming-Shiow 謝文欽 Xie, Wen-Qin |
Keywords: | 公辦都更 PZB 模型 服務品質 Government-led urban renewal PZB model Service Quality |
Date: | 2019 |
Issue Date: | 2019-09-05 17:35:57 (UTC+8) |
Abstract: | 近年來台北市政府採取公辦都更來推動都市更新。以往民辦都更面臨困境為居民對建商的不信任、以及利益上的衝突,導致整合困難;公辦都更則能以政府的角度,提供跨局處的服務協助居民。 對此,本研究探討民辦都更與公辦都更困境的差異,以及透過PZB模型從政府與居民兩個觀點分析與探討公辦都更的服務缺口,再提出具參考價值的建議方案,讓公部門未來可加以運用。 本研究採取個案研究法,透過文獻探討蒐集資料,然而過去文獻缺乏公辦都更困境的研究,因此本研究以民辦都更的困境為架構設計訪綱,以目前正在進行和已完成的公辦都更案件為對象,訪問駐點工作站人員和里長進行調查。 本研究發現公辦都更與民辦都更困境的差異有三:一是來自市府高層的變動,導致居民的不信任以及公辦都更執行的停滯;二是政治人物的過度承諾會造成居民過高的期望;三是居民的被動的心態,相信政府會主導而採取消極態度。市府高層的變動是造成政府服務缺口的主要因素,對於都市更新案進度的回應是居民的重要考量。本研究建議市府透過設立共同平台增加交流的機會,使里長可以得知更新案進度並回應居民,以及提早培養接班人減低對都市更新政策的影響。 過去文獻並未探討公辦都更的困境,而本研究提供公辦都更與民辦都更面臨困境上的差異;過去也並未從作業管理觀點探討都市更新,本研究嘗試以服務品質的觀點討論公辦都更面臨的缺口並提供解決方案,使未來公辦都更時,政府可以考量政治上的接班並使民眾參與其中,促進都市更新的合作。 In recent years, Taipei City government has enacted the government-led urban renewal plan to drive the renewal of Taipei. Urban renewal plans initiated by private sector before often faced difficulties such as conflict of interest between construction companies and residents. However, on the basis of public sector, government-led urban renewal plans can offer the public service of various departments to the residents. This study discusses the difference between the difficulties the government-led urban renewal and urban renewal initiated by private sector encounter, applies PZB Model to investigate the service gaps in the government-led urban renewal from the perspective of both the city official and the residents, and provides suggestion as a reference for the future improvement by the public sector. This study utilizes case study method and collects data by compiling literature reviews. Given the existing literature reviews lack studies of government-led urban renewal difficulties, this study analyzes difficulties of urban renewal initiated by private sector as the framework to design protocol and the information from the interview of the related employees and residents in the on-going and finished government-led urban renewal projects. The study identifies 3 key differences of the difficulties between the government-led urban renewal cases and the ones initiated by private sector. First, the change of senior personnel in the city government triggered the residents’ distrust against other parties and obstructed government-led urban renewal plans from executing. Second, the excessive commitment from the politicians improperly heightened the residents’ expectation. Third, the passiveness residents toward the issue due to their belief that the government should lead the whole urban renewal project. The change of senior personnel in city government is the major factor causing service quality gaps, and the official’s response to the urban renewal news is an important consideration for the residents. This study suggests city government set a platform for discussing and exchanging opinions. As a result, the chiefs of village would be informed of the planned schedule for the renewal project and initiate conversations with the residents. The study also suggests city government train the successors of senior governors to minimize the impact caused by any future change of senior personnel of the city government. Considering the existing literature reviews lack discussion upon difficulties the government-led urban renewal projects deal with, the study focus on the difference of difficulties between government-led urban renewal and urban renewal initiated by private sector. Existing literature reviews do not assess the urban renewal projects with the operating management perspective either, the study sets the tone for the service gaps in government-led urban renewal in the aspect of service quality and ultimately offers solutions that foster successful cooperation between parties in urban renewal project by considering the viewpoints of political successors and engaging the residents in the urban renewal cases for the public sector. |
Reference: | 參考文獻 一、英文文獻 Agus, A., Barker, S., & Kandampully, J. (2007). An exploratory study of service quality in the Malaysian public service sector. International Journal of Quality & Reliability Management, 24(2), 177-190. Asubonteng, P., McCleary, K. J., & Swan, J. E. (1996). SERVQUAL revisited: a critical review of service quality. Journal of Services marketing, 10(6), 62-81. Brysland, A., & Curry, A. (2001). Service improvements in public services using SERVQUAL. Managing Service Quality: An International Journal, 11(6), 389-401. Buckley, J. (2003). E-service quality and the public sector. Managing Service Quality: An I nternational Journal, 13(6), 453-462. Christensen, T., & Lægreid, P. (2003, September). Trust in government–the significance of modernism, political cynicism and integration. In EGPA Annual Conference, Workshop on Quality, Satisfaction, and Trust in Government: Reassessing Trust in a Reinvented Government, September (pp. 3-6) Cooper, D. (2004). Organisational Change: from Public to Private Sector A UK based reflective Case Study. Journal of American Academy of Business, 5(1/2), 474-80. Deichmann, U. and Lall, S. (2007). ‘Citizen feedback and delivery of urban services’, World Development, 35(4): 649–662 Delfgaauw, J., & Dur, R. (2007). Incentives and workers’ motivation in the public sector. The Economic Journal, 118(525), 171-191. Donnelly, M., Wisniewski, M., Dalrymple, J. F., & Curry, A. C. (1995). Measuring service quality in local government: the SERVQUAL approach. International Journal of Public Sector Management, 8(7), 15-20. Dotchin, J. A., & Oakland, J. S. (1994). Total quality management in services: Part 1: Understanding and classifying services. International Journal of Quality & Reliability Management, 11(3), 9-26. Glaser, M. A., & Bardo, J. W. (1994). A five-stage approach for improved use of citizen surveys in public investment decisions. State & Local Government Review, 161-172. Gowan, M., Seymour, J., Ibarreche, S., & Lackey, C. (2001). Service quality in a public agency: same expectations but different perceptions by employees, managers, and customers. Journal of Quality Management, 6(2), 275-291. Grönroos, C. (1984). A service quality model and its marketing implications. European Journal of marketing, 18(4), 36-44. Ho, C. T. B., & Lin, W. C. (2010). Measuring the service quality of internet banking: scale development and validation. European Business Review, 22(1), 5-24. Jarrar, Y., & Schiuma, G. (2007). Measuring performance in the public sector: challenges and trends. Measuring Business Excellence, 11(4), 4-8. Kampen, J. K., Van de Walle, S., & Bouckaert, G. (2003, March). On the relative role of the public administration, the public services and the political institutions in building trust in government in Flanders. In ASPA’s 64th National Conference, The Power of Public Service. Kassim, N., & Asiah Abdullah, N. (2010). The effect of perceived service quality dimensions on customer satisfaction, trust, and loyalty in e-commerce settings: A cross cultural analysis. Asia pacific journal of marketing and logistics, 22(3), 351-371. Kearsey, A., & Varey, R. J. (1998). Manageralist thinking on marketing for public services. Public Money and Management, 18(2), 51-60. Kumar, M., Tat Kee, F., & Charles, V. (2010). Comparative evaluation of critical factors in delivering service quality of banks: An application of dominance analysis in modified SERVQUAL model. International Journal of Quality & Reliability Management, 27(3), 351-377. Lentell, R. (2000). Untangling the tangibles:`physical evidence`and customer satisfaction in local authority leisure centres. Managing Leisure, 5(1), 1-16. Lewis, B. R., & Mitchell, V. W. (1990). Defining and measuring the quality of customer service. Marketing intelligence & planning, 8(6), 11-17. Licari, M. J., McLean, W., & Rice, T. W. (2005). The condition of community streets and parks: A comparison of resident and nonresident evaluations. Public Administration Review, 65(3), 360-368. MacCarthaigh, M., Roness, P. G., & Sarapuu, K. (2012). Mapping public sector organizations: An agenda for future research. International Journal of Public Administration, 35(12), 844-851. Matthews, J., & Shulman, A. D. (2005). Competitive advantage in public-sector organizations: explaining the public good/sustainable competitive advantage paradox. Journal of Business Research, 58(2), 232-240. Martinović, M., Pavlić, I., & Šuman Tolić, M. (2017). MEASUREMENT OF LOCAL PUBLIC SERVICES’QUALITY USING SERVQUAL: THE CASE OF DUBROVNIK. Ekonomska misao i praksa, (2), 593-610. Wisniewski, M. (1996). Measuring service quality in the public sector: the potential for SERVQUAL. Total Quality Management, 7(4),357-366.Mwita,J.I.(2000), “Performance management model”, The International Journal ofPublic Sector Management, Vol. 13 No. 1, pp. 19-37. Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1985). A conceptual model of service quality and its implications for future research. Journal of marketing, 49(4), 41-50. Philip, G., & Hazlett, S. A. (1997). The measurement of service quality: a new PCP attributes model. International Journal of Quality & Reliability Management, 14(3), 260-286. Ranson, S., & Stewart, J. (1994). Management for the public domain: enabling the learning society. Macmillan International Higher Education. Rha, J. Y. (2012). Customer satisfaction and qualities in public service: an intermediary customer perspective. The Service Industries Journal, 32(12), 1883-1900. Rhee, S. K., & Rha, J. Y. (2009). Public service quality and customer satisfaction: exploring the attributes of service quality in the public sector. The service Industries journal, 29(11), 1491-1512. Robinson, L. (2003). Committed to quality: the use of quality schemes in UK public leisure services. Managing Service Quality: An International Journal, 13(3), 247-255. Scott, D., & Shieff, D. (1993). Service quality components and group criteria in local government. International Journal of Service Industry Management, 4(4), 0-0. Wamsley, G. L. (1990). The agency perspective: Public administrators as agential leaders. Refounding public administration, 114. Wisniewski, M. (2001). Using SERVQUAL to assess customer satisfaction with public sector services. Managing Service Quality: An International Journal, 11(6), 380-388. Zeithaml, V. A., Berry, L. L., & Parasuraman, A. (1988). Communication and control processes in the delivery of service quality. Journal of marketing, 52(2), 35-48. Zeppou, M., & Sotirakou, T. (2003). The “STAIR” model: A comprehensive approach for managing and measuring government performance in the post-modern era. International Journal of Public Sector Management, 16(4), 320-332.
二、中文文獻 王耀星,2012。影響都市更新推動成效因素之探討-以台北市都市更新為例。臺灣師範大學全球經營與策略研究所。 李世雄,2018。影響都市更新事業實施之關鍵因素分析-以台北市中正區某整建住宅都更案為例。政治大學地政學系碩士在職專班。 杜國源,2008,都市更新、台灣面臨之挑戰,營建知訊,303期,19-25。 黃泳涵,2009。信任與都市更新參與整合意願之研究,國立政治大學地政研究所碩士論文。 楊棻糸,1999,都市更新單元規模之研究,國立政治大學地政學系碩士論文。 麥怡安,2009。我國都市更新權利變換制度之研究一以實施者與土地權利人間權益分配問題為中心。國立政治大學地政研究所碩士論文,未出版,臺北。 張友怡,1999。私部門辦理都市更新之研究。中興大學都市計畫研究所。 張晏臺,2008。民間辦理都市更新事業遭遇問題之研究-以台北市為例,新竹:中華大學建築與都市計劃學所碩士論文。 張維修,2012。都市更新不曾發生:台北市的上流化政策分析。建築與城鄉研究學報,20,63-92 翁美秋,2014。地主參與都市更新意願與期望之調查-以台北市萬華區為例:未出版碩士論文,中國文化大學環境設計學院建築及都市設計學系,台北. 賴宗炘,2011,〈都市更新課題探討與策略研擬〉,《土地問題研究季刊》,第10卷,第1期,p85-105。 賴宗裕,2007。建立區域計畫指導新訂或擴大都市計畫機制,台北:內政部營建署。 龔福來,2014。民間推動都市更新事業過程中衝突化解之研究。政治大學地政學系在職專班。 蘇耘,2016臺灣都市更新政策之發展與困境:以臺北市為例,中興大學國家政策與公共事務研究所學位論文。 唐雄忠,2018。提升民間推動都市更新重建參與整合意願之研究,華夏科技大學資產與物業管理系。 董政彰,2003。都市更新實施問題與策略之研究-以新莊市「博士的家」重建計劃為例。中國文化大學建築與都市計畫研究所。 邊泰明、彭佩瑩、陳玉嬌,2017。信任、互惠與都市更新合作意願相關性之研究。住宅學報,26-1,1-29。 |
Description: | 碩士 國立政治大學 企業管理研究所(MBA學位學程) 106363087 |
Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0106363087 |
Data Type: | thesis |
DOI: | 10.6814/NCCU201900848 |
Appears in Collections: | [企業管理研究所(MBA學位學程)] 學位論文
|
Files in This Item:
File |
Size | Format | |
308701.pdf | 2062Kb | Adobe PDF2 | 165 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|