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題名 公部門績效管理制度下的協力互動研究─以臺北市政府策略地圖之次分組為例
Collaborative Interaction under the Performance Management System in the Public Sector: A Case Study of Sub-groups under the Strategy Map in Taipei City Government
作者 徐亦韜
Hsu, I-Tao
貢獻者 傅凱若
Fu, Kai-Jo
徐亦韜
Hsu, I-Tao
關鍵詞 策略地圖
公部門
協力
回應行為
Strategy map
Public sector
Collaboration
Dysfunctional reactions
日期 2019
上傳時間 5-Sep-2019 16:48:38 (UTC+8)
摘要 近年來，臺北市政府將策略地圖作為其內部各行政機關的績效管理工具，而在某種程度上，此舉算是領先於我國其他公部門組織。在這項新制度中，次分組的機制設計，具有跨機關協力之特色，但其能否產生協力效果，這是本研究所欲探討的。另外，組織在績效管理的制度下，可能會出現一些回應行為，而本研究也同樣好奇，次分組中的各機關，是否也會產生這樣的行為。
本研究主要以協力框架作為立論基礎。在資料蒐集上，本研究運用半結構式訪談法，同時搭配立意抽樣和滾雪球抽樣的方式，來選擇受訪對象，而本研究總共訪談了16位受訪者。
本研究結果顯示，首先，在協力過程中，次分組各機關並未產生跨機關協力之效果，這是因為受到相關規範及協力機制設計之影響，而造成的。其次，在協力機制形成上，這些機制大都是依據各機關的業務，而設計出來的。其三，在協力結果上，策略地圖的激勵效果並不算太好，而且若各機關未達到目標值時，還會面臨到許多的課責壓力。其四，部分機關在策略地圖下，仍出現了一點回應行為。最後，本研究根據這些發現，對策略地圖未來的推動，提出一些改善建議。
In recent years, Taipei City Government has used “Strategy Map” as a performance management tool for its internal agencies and, to a certain extent, this way takes the leading position over other public sector organizations in Taiwan. Under the new system, the sub-group design is characterized by cross-agency collaboration; however, whether the collaborative effect could be achieved is an issue of this study. In addition, since some dysfunctional reactions in organizations may occur in the performance management system, this study also explores whether these agencies of the sub-groups perform such behaviors or not.
This study primarily uses the collaborative framework as the theoretical basis. In this study, the researcher adopted semi-structured interview and used purposive sampling and snowball sampling to select interviewees. 16 interviewees were interviewed in this study.
The results indicate that, first of all, the agencies of sub-groups don’t produce the collaborative effect in the collaborative process. This repercussion could be influenced by the relevant rules and collaborative mechanism design. Second, it was found that the collaborative mechanisms are mostly designed according to the business of each agency. Third, concerning the collaborative outcome, the incentive effect of the strategy map doesn’t perform properly. On top of that, if these agencies fail to reach the target, they would face much pressure of accountability. Fourth, some agencies have some dysfunctional reactions under the strategy map. Based on these findings, this study proposed some suggestions for strategy map in the future.
參考文獻 壹、中文部分
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張鎧如（2018）。初探我國地方政府從事災害防救組織協力之動機：理論與實務的比較。公共行政學報，54，79-125。
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曾冠球（2007）。行政機關間合作的邏輯與限制。國立政治大學公共行政學系博士論文，未出版，臺北。
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臺北市政府（2018）。臺北市政府107年度施政計畫。臺北：臺北市政府。
臺北市政府策略地圖108年度推動計畫（2019）。2019年6月11日，取自：https://www-ws.gov.taipei/Download.ashx?u=LzAwMS9VcGxvYWQvNTQ0L3JlbGZpbGUvNDA5NjEvNzY0NTcwNy8yYzFiZjNlNS0xZDllLTQ3NDQtYjgyMi0zNzlmNzZlMGRmM2IucGRm&n=MDNf5pys5bqc562W55Wl5Zyw5ZyWMTA45bm05o6o5YuV6KiI55WrLnBkZg%3d%3d&icon=..pdf。
藍婉甄（2014）。政府委託研究案知識應用之研究─以臺北市政府為例。國立臺北大學公共行政暨政策學系碩士論文，未出版，臺北。
蘇偉業（2009）。公共部門事前定向績效管理：反思與回應。公共行政學報，30，105-130。

貳、英文部分
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描述 碩士
國立政治大學
公共行政學系
105256018
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0105256018
資料類型 thesis
dc.contributor.advisor 傅凱若zh_TW
dc.contributor.advisor Fu, Kai-Joen_US
dc.contributor.author (Authors) 徐亦韜zh_TW
dc.contributor.author (Authors) Hsu, I-Taoen_US
dc.creator (作者) 徐亦韜zh_TW
dc.creator (作者) Hsu, I-Taoen_US
dc.date (日期) 2019en_US
dc.date.accessioned 5-Sep-2019 16:48:38 (UTC+8)-
dc.date.available 5-Sep-2019 16:48:38 (UTC+8)-
dc.date.issued (上傳時間) 5-Sep-2019 16:48:38 (UTC+8)-
dc.identifier (Other Identifiers) G0105256018en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/125734-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 公共行政學系zh_TW
dc.description (描述) 105256018zh_TW
dc.description.abstract (摘要) 近年來，臺北市政府將策略地圖作為其內部各行政機關的績效管理工具，而在某種程度上，此舉算是領先於我國其他公部門組織。在這項新制度中，次分組的機制設計，具有跨機關協力之特色，但其能否產生協力效果，這是本研究所欲探討的。另外，組織在績效管理的制度下，可能會出現一些回應行為，而本研究也同樣好奇，次分組中的各機關，是否也會產生這樣的行為。
本研究主要以協力框架作為立論基礎。在資料蒐集上，本研究運用半結構式訪談法，同時搭配立意抽樣和滾雪球抽樣的方式，來選擇受訪對象，而本研究總共訪談了16位受訪者。
本研究結果顯示，首先，在協力過程中，次分組各機關並未產生跨機關協力之效果，這是因為受到相關規範及協力機制設計之影響，而造成的。其次，在協力機制形成上，這些機制大都是依據各機關的業務，而設計出來的。其三，在協力結果上，策略地圖的激勵效果並不算太好，而且若各機關未達到目標值時，還會面臨到許多的課責壓力。其四，部分機關在策略地圖下，仍出現了一點回應行為。最後，本研究根據這些發現，對策略地圖未來的推動，提出一些改善建議。		zh_TW
dc.description.abstract (摘要) In recent years, Taipei City Government has used “Strategy Map” as a performance management tool for its internal agencies and, to a certain extent, this way takes the leading position over other public sector organizations in Taiwan. Under the new system, the sub-group design is characterized by cross-agency collaboration; however, whether the collaborative effect could be achieved is an issue of this study. In addition, since some dysfunctional reactions in organizations may occur in the performance management system, this study also explores whether these agencies of the sub-groups perform such behaviors or not.
This study primarily uses the collaborative framework as the theoretical basis. In this study, the researcher adopted semi-structured interview and used purposive sampling and snowball sampling to select interviewees. 16 interviewees were interviewed in this study.
The results indicate that, first of all, the agencies of sub-groups don’t produce the collaborative effect in the collaborative process. This repercussion could be influenced by the relevant rules and collaborative mechanism design. Second, it was found that the collaborative mechanisms are mostly designed according to the business of each agency. Third, concerning the collaborative outcome, the incentive effect of the strategy map doesn’t perform properly. On top of that, if these agencies fail to reach the target, they would face much pressure of accountability. Fourth, some agencies have some dysfunctional reactions under the strategy map. Based on these findings, this study proposed some suggestions for strategy map in the future.		en_US
dc.description.tableofcontents 第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的與問題 4
第二章 文獻回顧 7
第一節 策略地圖與平衡計分卡的相關討論 7
第二節 組織協力的相關討論 18
第三節 代理人理論與回應行為 32
第四節 本章總結 40
第三章 研究設計 41
第一節 臺北市政府策略地圖之簡介 41
第二節 研究架構 46
第三節 研究方法與對象 48
第四節 訪談提綱之設計 55
第四章 研究資料分析 59
第一節 策略地圖的協力機制產生 59
第二節 策略地圖下的協力互動過程 79
第三節 策略地圖下的協力結果 90
第四節 策略地圖下的回應行為 99
第五章 結論與建議 105
第一節 主要的研究發現與討論 105
第二節 政策建議 113
第三節 研究限制與未來研究建議 115
參考文獻 117
附錄一 訪談提綱（府級策略地圖之主責機關） 127
附錄二 訪談提綱（次分組機關） 129		zh_TW
dc.format.extent 2627869 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0105256018en_US
dc.subject (關鍵詞) 策略地圖zh_TW
dc.subject (關鍵詞) 公部門zh_TW
dc.subject (關鍵詞) 協力zh_TW
dc.subject (關鍵詞) 回應行為zh_TW
dc.subject (關鍵詞) Strategy mapen_US
dc.subject (關鍵詞) Public sectoren_US
dc.subject (關鍵詞) Collaborationen_US
dc.subject (關鍵詞) Dysfunctional reactionsen_US
dc.title (題名) 公部門績效管理制度下的協力互動研究─以臺北市政府策略地圖之次分組為例zh_TW
dc.title (題名) Collaborative Interaction under the Performance Management System in the Public Sector: A Case Study of Sub-groups under the Strategy Map in Taipei City Governmenten_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 壹、中文部分
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dc.identifier.doi (DOI) 10.6814/NCCU201900724en_US