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    题名: 由服務金三角理論探討非營利組織作業流程數位化的機會與困境 -以法律扶助基金會律師線上操作系統為例
    Exploring the Opportunities and Challenges of the Digitalization in Non-Profit Organizations' Operational Process Based on the Theory of Service Triangle: A Case Study of the Legal Aid Foundation's Attorney Information System
    作者: 周漢威
    Chou, Han-Wei
    贡献者: 羅明琇
    周漢威
    Chou, Han-Wei
    关键词: 服務金三角
    服務品質管理
    數位轉型
    法律扶助
    非營利組織管理
    Theory of Service Triangle
    Service Quality Management
    Digital Transformation
    Legal Aid
    Nonprofit Organization Management
    日期: 2024
    上传时间: 2024-07-01 13:03:13 (UTC+8)
    摘要: 非營利組織要如何建立以服務對象為中心（client-centered）的服務系統，並透過數位轉型強化組織的營運效能及透明度，是非營利織織管理者所必須面對的課題。本研究以財團法人法律扶助基金會（法扶會）建置律師線上操作系統（律師系統）為例，說明法扶會面對扶助案件逐年增加及台灣法律服務產業因律師大量錄取產生流浪律師現象，如何透過作業流程數位化，改變法扶員工及扶助律師的作業方式，在強化扶助律師服務品質管理的同時提升服務效率。

    服務金三角理論即是以顧客為中心，讓服務管理者透過服務策略、服務人員與服務組織這三個要素出發，建立為顧客提供成功服務的理論架構。本研究以服務金三角理論為基礎，於文獻回顧中整理並呈現台灣法律產業服務品質的相關問題，再介紹法扶會為提升扶助品質，如何透過建立律師系統執行數位轉型策略。為了解法扶會數位轉型策略的執行成果，研究問題設定以法扶會建置律師系統前後對扶助律師、服務效率、服務品質三方面所產生的影響進行研究，研究方法則採混合研究法，量化分析部分依據法扶會的業務資料並參考司法院、法務部的數據資料進行；質性研究部分則就扶助律師及法扶員工進行深入質性訪談，以了解扶助律師及法扶員工對於律師系統上線前、後的觀點與建議，最後再就量化與質化兩方面的資料分析結果檢視法扶會作業流程數位化策略的執行成效。

    本研究發現法扶會透過建置律師系統將扶助律師原本以紙本回報的行政作業數位化，改變了扶助律師及法扶員工原本的作業模式及角色定位，扶助案件的辦理效率增加、案件辦理時程更加透明外，也開啟法扶員工及扶助律師對於扶助品質標準的討論。這樣的改變，不但縮短扶助律師及法扶員工的整體行政作業時間，提升扶助案件的辦理效率，同時促進了扶助案件品質的提升。

    就研究之發現，本研究認為即使具有專業知識並處於社會高社經地位的律師群體，資訊系統介面及功能設計的良莠也將影響使用者的使用願意。於系統設計之初，如管理者僅考量資訊上傳的便利性，忽略使用者登載、上傳相關資訊的負擔，除了導致使用者需上傳過量、不必要的資訊，降低使用者的使用意願，同時也增加員工及扶助律師的溝通成本與行政負擔。因此，流程數位化不僅是將原本填載於紙本的資訊數位化，非營利組織管理者在建置以服務對象為中心的服務資訊系統時，也要就服務提供者（包括內部員工及協力夥伴）的角色進行明確的定位，使其知曉自身的角色及定位，同時也要建立服務提供者（律師）與服務支持者（員工）之間良好的溝通管道，如此才能進一步利用數位系統的優勢，針對不同的狀況及案件設計不同的管理方式與案件追縱的流程。此外，非營利組織的經營與管理重在結合更多的社會資源，投入公益事務，如何以協助、鼓勵的機制取代形式上監控、處罰的管理模式，始能鼓勵更多具有熱情的服務夥伴（律師）參與公益事務，進一步減少非營利組織的溝通及管理成本。
    How to establish a client-centered service system for non-profit organizations and strengthen the operational efficiency and transparency of the organization through digital transformation are the issues that non-profit organization managers should deal with. This study will take the establishment of the Attorney Information System (AIS) by Taiwan Legal Aid Foundation (TLAF) as an example. While legal aid cases are increasing and the large number of people passing bar examination is leading to the phenomenon of “Wandering Lawyer” in Taiwan's legal service industry, this study will explain how TLAF can change the working methods of legal aid employees and legal aid attorneys through the digitization of work processes, and strengthen the management of legal aid attorney’s services quality. At the same time, service efficiency is also improved.

    The Service Triangle theory is customer-centric, allowing service managers to establish a theoretical framework for providing successful services to customers through three elements: service strategy, service people, and service system. In this research, the Theory of Service Triangle will serve as the conceptual framework to evaluate the current status of Taiwan's legal industry through a comprehensive literature review. The objective is to identify existing issues pertaining to service quality in Taiwan's legal sector and to demonstrate how TLAF enhances the quality of support by implementing digital transformation strategies (the establishment of AIS). The study is designed to investigate the impact on the legal aid attorneys, operation efficiency, and service quality before and after the introduction of AIS. This research will utilize a mixed methods approach, incorporating quantitative analysis of business data of TLAF, and public data available on the Judicial Yuan and the Ministry of Legal Affairs. Additionally, qualitative interviews have been conducted with legal aid attorneys and legal aid staff to gain their perspectives on AIS. The effectiveness of the strategy of digitizing the work process of TLAF will then be evaluated based on the results of the quantitative and qualitative data analysis.

    This research reveals that TLAF has deployed a digital transformation of the operational processes for legal aid attorneys, which were previously based on paper. AIS has reshaped the operational mode and role assigned to legal aid lawyers and staff. As a result, the handling of legal aid cases has become more efficient, the case handling process has become more transparent, and the quality standards for legal aid staff and attorneys have been carefully examined. The above digital transformation has not only reduced the overall administrative operation time for legal aid attorneys and staffs, but has also enhanced the efficiency of handling legal aid cases and contributed to the advancements in the quality of such cases.

    This study finds out from the interviews with legal aid attorneys who have professional knowledge and high socio-economic status, the system's interface and functional design will affect users' willingness to use it. If the Non-profit organization managers only consider the convenience of information uploading but ignore the burden on users who need to post and upload relevant information, it will result in uploading excessive and unnecessary information, reducing users' willingness to use, and increasing communication costs and administrative burden for staff and Legal aid attorneys. Hence, digitalizing processes involves more than just transferring paper-based information to a digital format. Non-profit organization managers need to consider the roles of service providers and establish effective communication channels between service providers(attorneys) and supporting units(employees). So that the advantages of the digital system can be further utilized to design different management methods and case tracking processes for different situations and cases. In addition, the operation and management of non-profit organizations should focus on combining more social resources to be invested in pro bono affairs. Therefore, the management mode of monitoring and punishment shall be replaced with a mechanism of assistance and encouragement so that more enthusiastic service partners (attorneys) can be encouraged to take part in pro bono affairs and further reduce the costs of communication and management of non-profit organizations.
    參考文獻: 一、 中文部分
    (一)書籍
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    (三)期刊論文
    1. 邵靖惠，2023。法律業務的競爭與合作－我國律師業之實證觀察。中正大學法學集刊，(81)：135-205。
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    二、 英文部分
    (一) 書籍
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    (三) 其他英文網路資料
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    2. Christoph Burchard, Matthias Jahn, Sarah Zink, Simonas Nikartas, Agnė Limantė, Laurynas Totoraitis, Anželika Banevičienė, Diana Jarmalė,. 2018. Practice Standards for Legal Aid Providers Developed in the framework of the project: Enhancing the Quality of Legal Aid: General Standards for Different Countries. https://teise.org/wp-content/uploads/2023/01/Qual-Aid_Practice-Standards_EN.pdf(最後瀏覽日期：2024/05/05)
    3. Cindy Li Ken Jong & Andrea Ganzaroli. 2023, A. Managing Digital Transformation for Social Good in Non-Profit Organizations: The Case of The Felix Project Zeroing Hunger in London. Voluntas. https://doi.org/10.1007/s11266-023-00597-5(最後瀏覽日期：2024/05/01)
    4. European Union, 2023; Principles and values. https://european-union.europa.eu/principles-countries-history/principles-and-values_en. (最後瀏覽日期：2024/05/01)
    5. Frankiewicz, B., & Chamorro-Premuzic, T. 2020. Digital transformation is about talent, not technology. Harvard BusinessReview. Retrieved from Digital Transformation Is About Talent,
    6. Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. 2015. Strategy, not technology, drives digital transformation. MIT Sloan Management Review.
    7. Alan Paterson and Avrom Sherr, Peer Review and Cultural Change: Quality Assurance, Legal Aid and the Legal Profession. 2017. Paper presented at the International Legal Aid Group’s Conference, South Africa.
    8. UNITED NATIONS OFFICE ON DRUGS AND CRIME. (2019). Handbook on Ensuring Quality of Legal Aid Services in Criminal Justice Processes: Practical Guidance and Promising Practices.https://www.unodc.org/documents/justice-and-prison-reform/HB_Ensuring_Quality_Legal_Aid_Services.pdf) (最後瀏覽日期：2024/05/05)
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    國立政治大學
    經營管理碩士學程(EMBA)
    110932074
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    数据类型: thesis
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