請用此 Handle URI 來引用此文件:
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/53787
完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 洪美仁 | |
dc.contributor.author | Chien-shih Huang | en |
dc.contributor.author | 黃建實 | zh_TW |
dc.date.accessioned | 2021-06-16T02:29:43Z | - |
dc.date.available | 2019-08-03 | |
dc.date.copyright | 2015-08-03 | |
dc.date.issued | 2015 | |
dc.date.submitted | 2015-07-31 | |
dc.identifier.citation | 一、 中文部分
Beazley, Hamiliton. Jeremiah Boenisch & David Harden著,王德玲譯,2003,《延續管理:留住員工的腦袋》,台北:天下。譯自Continuity Management: Preserving Corporate Knowledge and Productivity When Employees leave. Hoboken, N.J. : Wiley & Sons, Inc. 2002. Boeije , Hennie著,張可婷譯,2013,《質性研究分析方法》,新北:韋伯文化。譯自Analysis in Qualitative Research. Los Angeles: SAGE. 2010. Manheim, Jarol, Richard C. Rich, Lars Willnat & Craig Leonard Brians著,冷則剛、任文姍譯,2011,《經驗性政治分析:量化與質化研究方法》,北市:五南。譯自 Empirical Political Analysis: Quantitative and Qualitative Research Methods. New York: Pearson/Longman. 2008. Neuman, W. Lawrence著,朱柔若譯,2000,《社會研究方法:質化與量化取向》,北市:揚智。譯自 Social Research Methods: Qualitative and Quantitative Approach.(3rd ed.)Boston: Allyn and Bacon. 1997. Strauss, Anselm & Juliet Corbin著,徐宗國譯,1997,《質性研究概論》,北市:巨流。譯自Basic of Qualitative Research: Grounded Theory Procedures and Techniques. Newbury Park Calif: SAGE. 1990. 方志雄,2007,〈國會聯絡推動策略之研究:新公共服務研究途徑〉,政治大學行政管理碩士學程碩士論文。 王敏光,2005,〈地方政府府會聯絡機制與運作之研究-以彰化縣政府為例〉,東海大學公共事務碩士學程在職進修專班碩士論文。 王雲東,2012,《社會研究方法:量化與質化取向及其應用》,新北市:威仕曼文化事業公司。 何雪華、劉佩芬、胡曉珍、黃素菲、陳小蓮,2010,〈新進護理人員角色轉換與工作適應歷程之質性研究〉,《護理雜誌》,57(6):31-41。 何鴻榮,2001,〈台灣行政體系國會聯絡機制之研究—以行政與立法互動關係為觀點〉,臺灣大學政治學研究所博士論文。 余一鳴,2003,〈軍隊社會化的理論與實際〉,《復興崗學報》,77:219-246。 余致力,2002,〈台灣行政學研究的新課題:政黨輪替對文官體系的衝擊與影響〉,「張金鑑教授百齡誕辰紀念會暨學術研討會」論文(11月16日),台北:政大公企中心。 吳杰雄,2010,〈國會聯絡人核心能力建構之研究-以國防部為例〉,佛光大學公共事務學系碩士論文。 吳亮儀,2014,「議會無政黨過半,合縱連橫成關鍵」,11/30,自由時報電子報,資料來源:http://news.ltn.com.tw/news/local/paper/834980,查詢日期:2015.03。 吳嘉苓,2012,〈訪談法〉,瞿海源等(編),《社會及行為科學研究法(二):質性研究方法》,台北:東華,頁33-60。 吳濟安,2011,〈國會聯絡人情緒能力之研究〉,臺北大學公共行政暨政策學系博士論文。 李鳳玉,2011,〈總統與其政黨的關係:法國與台灣的比較〉,黃秀端(編),《黨政關係與國會運作》,台北:五南,頁199-234。 杜拉克(Peter F. Drucker)等著,張玉文譯,2000,《知識管理》,台北:天下遠見。譯自 Harvard business review on knowledge management. Boston: Harvard Business Press. 1998. 沈慶鴻、賴乃榕,2013,〈從「社工」到督導:新手社工督導角色轉換之研究-以婚暴防治為例〉,《中華心理衛生學刊》,26(2):215-284。 周嘉政,2011,〈公務部門預算籌編人員組織社會化與預算寬列關係之研究-以國防部為例〉,《主計季刊》,333:1-17。 林尚平、郭美鳳,1998,〈以認知學習觀點探討新進人員之組織社會化歷程及相關成果〉,《輔仁管理評論》,5(2):21-46。 林淑馨,2010,《質性研究:理論與實務》,台北:巨流。 胡龍騰,2007,〈政府部門接班人計劃:知識接續觀點之注入〉,《公共行政學報》,25:95-117。 胡龍騰,2008,〈你,願意分享嗎?公務門組織成員知識分享行為之底蘊〉,《東吳政治學報》,26(3):57-114。 胡龍騰,2009,《公共組織成員知識分享之實證研究》,台北:五南。 徐仁輝、楊永年、張昕,2004,《公共組織行為》,台北:智勝文化。 張紹勳,2002,《知識管理》,台北:滄海。 張惠蓉,2004,《組織跨界者:觀念介紹與實證研究》,台北:五南。 張潤書,2007,《行政學》(修訂三版),台北:三民。 盛杏湲,2003,〈立法機關與行政機關在立法過程中的影響力:一致政府與分立政府的比較〉,《台灣政治學刊》,7(2):51-105。 郭思禹,2004,〈政治行政關係之研究:以Q方法論對台北市府會聯絡人的應用〉,世新大學行政管理學研究所碩士論文。 郭政瑋,2002,〈台北市政府府會聯絡機制之研究:行政立法資訊交易的觀點〉,世新大學行政管理學研究所碩士論文。 郭銳,2003,〈我國軍事機構國會聯絡人角色扮演與功能之研究〉,銘傳大學公共管理與社區發展研究所碩士論文。 陳文俊譯,2005,《社會科學研究方法》,台北:雙葉書廊,譯自 Earl Babbie The Practice of Social Research(10th ed.)Thomson Press. 2004. 陳宏銘,2012,〈半總統制下總統的法案推動與立法影響力:馬英九總統執政時期的研究〉,《東吳政治學報》,30(2):1-70。 陳偉杰、劉惠美,2010,〈我國國會聯絡機制的分析與探討〉,《國會月刊》,38(10):59-77。 陳敦源、郭政瑋,2011,〈民主治理中之資訊交易關係:以臺北市政府府會聯絡機制為例之研究〉,《文官制度季刊》,第3卷第3期,頁 37-87。 陳曉宜,2014,「府會關係-柯與議員實力對決」,12/29,自由時報電子報,資料來源:http://news.ltn.com.tw/news/politics/paper/842945,查詢日期:2015.03。 陸炳文,1992,《公關與危機處理》,台北:南海圖書。 湯德宗,1998,〈論九七憲改後的權力分立-憲改工程的另類選擇〉,《台灣法學論叢》,27(2):135-178。 黃秀端,2013,〈台灣國會研究的回顧與展望〉,吳玉山、林繼文、冷則剛(編),《政治學的回顧與前瞻》,台北:五南,頁291-328。 黃明瀚,2010,〈教育部與國會關係之研究-國會聯絡組功能性分析〉,銘傳大學社會科學院兩岸關係與安全管理碩士在職專班碩士論文。 黃煥榮,2007,〈組織中八卦/傳聞的理論初探〉,《中國行政評論》,16(1):61-93。 黃錦堂,2000,〈台灣雙首長制的內涵-向總統制或向內閣制傾斜?〉,《憲政體制與政黨政治的新走向》研討會論文(12月23日),臺北:台大社會科學院。 黃錦堂,2012,《地方制度法論(第二版)》,台北:元照。 黃懿慧,1999,《公關策略與其效果之關連性研究-行政院部會與立法院互動關係之探討》(國科會專題研究計畫成果報告編號:NSC 88-2412-H004-24),台北:中華民國行政院國家科學委員會。 黃懿慧、林穎萱,2004,〈公共關係之關係策略模式初探:在地與文化的觀點〉,《新聞學研究》,第79期,頁135-195。 楊和縉、余致力,2014,〈我國高階文官職能培訓之研究〉,《國家菁英》,10(4):1-25。 楊明福,2001,〈地方政府層級中府會聯絡人角色與功能之研究-以桃園縣為例〉,銘傳大學公共管理與社區發展研究所碩士論文。 溫志文,2007,〈我國行政與立法兩機關互動及溝通之研究-以國防部國會聯絡機制為例〉,國立臺灣師範大學政治學研究所碩士論文。 溫金豐,2001,〈新進管理碩士的組織調適:組織社會化實務、工作經驗及成長需求強度的效應〉,《人力資源管理學報》,1(2):39-56。 溫金豐,2005,〈新進專業人員的組織社會化戰術與組織認同之關係:工作經驗與成長需求強度的干擾效應〉,《臺大管理論叢》,15(2):143-164。 趙永茂,2002,《中央與地方權限劃分的理論與實際:兼論台灣地方政府的變革方向(增訂三版)》,台北:翰蘆。 劉育麟,2006,〈行政機關國會聯絡機制之研究〉,中山大學高階公共政策碩士班碩士論文。 劉和然,2003,〈縣市政府教育局府會聯絡人角色與運作之研究〉,臺灣師範大學教育研究所碩士論文。 劉宜君,2004,《公部門知識管理之探討:理論與實務分析》,新北市:韋伯文化。 劉惠美,2005,〈我國文建會國會聯絡機制之研究〉,政治大學行政管理碩士學程碩士論文。 錢淑芬、廖帝涵,2009,〈軍隊的階級倫理如何框住人際互動:憲兵義務役士兵的軍事社會化經驗〉,《復興崗學報》,96:79-106。 戴智啟,2006,〈行政機關國會聯絡人工作績效評估指標建構之研究〉,政治大學學校行政碩士在職專班碩士論文。 薛復寧,2005,〈國會聯絡人核心能力之研究-以行政院暨所屬各部門為例〉,政治大學行政管理碩士學程碩士論文。 薛復寧,2007,〈國會聯絡人核心能力之研析〉,《國會月刊》,35(1):101-122。 蘇子喬,1999,〈從當前憲政體制的辯證釐清我國九七憲改後中央政府體制的定位〉,《憲政時代》,25(2):96-112。 蘇惠群,2004,〈國會聯絡溝通策略之研究〉,大葉大學人力資源暨公共關係學系碩士論文。 二、 英文部分 Aberbach, Joel D. 2002. “What's Happened to the Watchful Eye?” Congress & the Presidency: A Journal of Capital Studies, 29(1): 3-23. Adkins, Cheryl L. 1995. “Previous Work Experience and Organizational Socialization: A Longitudinal Examination.” Academy of Management Journal, 38(3): 839-862. Arnold, R. Douglas. 1979. Congress and the Bureaucracy: A Theory of Influence. Connecticut: Yale University Press. Asford, Susan J., J. Steward Black.1996. “Proactive During Organizational Entry: The Role of Desire of Control.” Journal of Applied Psychology, 81(2): 199-214. Asforth, Black E. & Alan M. Saks. 1995. “Work-Role Transitions: A Longitudinal Examination of the Nicholson Model.” Journal of Occupational and Organizational Psychology, 68: 157-175. Ashforth, Blake E. 2001. Role Transitions in Organizational Life: A Identity-Based Perspective. New Jersey.: Lawrence Erlbaum Associates, Inc. Ashforth, Blake E., David M. Sluss & Alan M. Saks. 2007. “ Socialization Tactics, Proactive Behavior, and Newcomer Learning: Integrating Socialization Models.” Journal of Vocational Behavior, 70: 1141-1164. Bartol, Kathryn M., Wei Liu, Xiangquan Zeng & Kelu Wu. 2009. “Social Exchange and Knowledge Sharing among Knowledge Workers: The Model Role of Perceived Job Security.” Management and Organization Review, 5(2): 223-240. Bender, Silke & Alan Fish. 2000. “The Transfer of Knowledge and The Retention o Expertise: The Continuing Need for Global Assignments.” Journal of Knowledge Management, 4(2): 125-137. Bollinger, Audery S. & Robert D. Smith. 2001. “Managing Organizational Knowledge as A Strategic Asset.” Journal of Knowledge Management, 5(1): 8-18. Cabrera, Elizabeth & Angel Cabrera. 2005. “Fostering Knowledge Sharing Through People Management Practices.” The International Journal of Human Resource Management, 16(5): 720-735. Calo, Thomas J. 2008. “Talent Management in the Era of the Aging Workforce: The Critical Role of Knowledge Transfer.” Public Personnel Management, 37 (4): 403-416. Chao, Georgia T., Anne M. O’Leary-Kelly, Samantha Wolf, Howard J. Klein &Philip D. Gardner. 1994. “Organizational Socialization: Its Content and Consequences.” Journal of Applied Psychology, 79(5): 730-745. Chen, Chung-an & Chih-wei Hsieh. 2015. “Knowledge Sharing Motivation in the Public Sector: the Role of Public Service Motivation.” International Review of Administration Science, online edition Choudhury, Enamul. 2008. “Trust in Administration: An Integrative Approach to Optimal Trust.” Administration & Society, 40(6):586-620. Cooper‐Thomas, Helen, & Anderson, Neil. 2005. “Organizational Socialization: A Field Study Into Socialization Success And Rate. International Journal of Selection and Assessment, 13(2), 116-128. Cross, Rob., Andrew Parker, Laurence Prusak & Stephen P. Borgatti. 2001. “Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks.” Organizational Dynamics, 30(2): 100-120. Davenport, Thomas H. & Laurence Prusak. 2000. Working Knowledge: How Organization Management What They Know. Massachusetts: Harvard Business School Press. De Long, David W. & Thomas Davenport. 2003. “Better Practice for Retaining Organizational Knowledge: Lesson from the Leading Edge.” Employ Relations Today, 30(3): 51-63. De Long, David W. 2004. Lost Knowledge: Confronting the Threat of An Aging Workforce. New York: Oxford University Press. Demir, Tansu. & Christopher. G. Reddick. 2012. “Understanding Shared Roles in Policy and Administration: An Empirical Study of Council‐Manager Relations.” Public Administration Review, 72(4), 526-535. Demir, Tansu. 2011. “Interaction Frequency and Quality as Two Dimensions of Complementarity: An Empirical Examination of Some Contingency Variables.” Political Organization Review, 11: 265-81. Goh, Swee. 2002. “Managing Effective Knowledge Transfer: An Integrative Framework and Some Practice Implication.” Journal of Knowledge Management, 6(1): 23-30. Hajer, Maatern. 2003. “Policy Without Polity? Policy Analysis And the Institutional Void. “Policy Sciences, 36(2), 175-195. Halley, Alexis. A. 1994. “Applications of Transorganizational Development to Congressional-Executive Relations.” Public Administration Quarterly, 18(2): 177-203. Hart, John 1981. “Congressional Reactions to White House Lobbying.” Presidential Studies Quarterly, 11(1), 83-91. Hart, Zachary P. 2012. “Message Content and Sources during Organizational Socialization.” Journal of Business Communication, 49(3): 191-209. Holste, J. Scott & Dai Fields. 2010. “Trust and Tacit Knowledge Sharing and Use.” Journal of Knowledge Management, 14(1): 128-140. Howell, William G. & Saul P. Jackman. 2013. “ Interbranch Negotiations over Policies with Multiple Outcomes.” American Journal of Political Science, 57(4):956-970. Hu, Lung-Teng. 2010.” Same Bed, But Different Dreams? Comparing Retired and Incumbent Police Officers’ Perception of Lost Knowledge and Transfer Mechanisms.” Crime, Law and Social Change, 53(4): 413-435. Inkpen, Andrew & Eric W. K. Tsang. 2005. “Social Capital, Networks, and Knowledge Transfer,” Academy of Management Review, 30(1): 146-165. Ipe, Minu. 2003. “Knowledge Sharing in Organizations: A Conceptual Framework.” Human Resource Development Review, 2(4): 337-359. Kalling, Thomas. 2003. “Organization-internal Transfer of Knowledge and the Role of Motivation: A Qualitative Case Study.” Knowledge and Process Management, 10(2): 115-126. Koehler, Cortus T. 1973. “Policy Development and Legislative Oversight in Council Manager Cities: An Information and Communication Analysis.” Public Administration Review, 33(5):433-441. Kramer, Michael W. 2010. Organizational Socialization: Joining and Leaving Organizations. Malden, Massachusetts: Polity Press. Levin, John M. & Richard L. Moreland. 1999. “Knowledge Transition in Work Group: Helping Newcomers to Succeed.” In Shared Cognition in Organizations: The Management of Knowledge. ed. Leigh L. Thompson, John M. Levine & David M. Messick. Mahwah, NJ: Lawrence Erlbaum Associates, Inc, pp. 267-296. Liyanage, Champika, Taha Elhag, Tabarak Ballal & Qiuping Li. 2009. “Knowledge Communication and Translation-A Knowledge Transfer Model.” Journal of Knowledge Management, 13(3): 118-131. Luoma-aho, Vilma. 2008. “Sector Reputation And Public Organisations.” International Journal of public Sector Management, 21(5): 446-467. Major, Edward & Martyn Cordey-Hayes, 2000. “Knowledge Translation: A New Perspective on Knowledge Transfer and Foresight.” The Journal of Future Studies, Strategic Thinking and Policy, 2(4): 411-423. Martins, E.C. & N. Martins.2011. “The Role of Organizational Factors in Combating tacit Knowledge Loss in Organizations.” Southern African Business Review, 15(1): 49-69. McCubbins, Mathew. & Thomas.Schwartz. 1984. “Congressional Oversight Overlooked: Police Patrols Versus Fire Alarms”. American Journal of Political Science, 28(1): 165-179. Meier, Kennerth J. & Laurence J. O’Toole JR. 2008. “Management Theory and Occam’s Razor: How Public Organizations Buffer the Environment.” Administration & Society, 39(8): 931-58. Miller, Vernon D. & Fredric M. Jablin. 1991. “Information Seeking During Organizational Entry: Influences, Tactics, and A Model of the Process.” Academy of Management Review, 16(1): 92-120. Moe, Terry 2006. “Political Control and the Power of the Agent.” Journal of Law, Economics, and Organization, 22(1): 1-29. Morrison, Elizabeth Wolfe. 1995. “Information Usefulness and Acquisition During Organizational Encounter.” Management Communication Quarterly, 9(2): 131-155. Nicholson, Nigel. 1984. “A Theory of Work Role Transitions.” Administrative Science Quarterly, 29: 172-191. Nonaka, Ikujiro & Hirotaka Takeuchi. 1995. The Knowledge-creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press. O’Dell, Carla., C. Jackson Garyson & Nilly Essaides. 1998. If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice. New York: The Free Press. Ogul, Morris, & Bert. A. Rockman. 1990. “Overseeing Oversight: New Departures And Old Problems.” Legislative Studies Quarterly, 15: 5-24. Omar, Syed., Sharifuddin Syed-Ikhsan & Fytton Rowland. 2004. “Knowledge Management in a Public Organization: A Study on the Relationship Between Organizational Elements and The Performance of Knowledge Transfer.” Journal of Knowledge Management, 8(2): 95-111. Ostroff, Cheri & Steven W. J. Kozlowski. 1992. “Organizational Socialization as Learning Process: The Role of Information Acquisition.” Personnel Psychology, 45: 849-874. Pipe, G. Russell. 1966. “Congressional Liaison: The Executive Branch Consolidates Its Relations with Congress.” Public Administration Review, 26(1):14-24. Polanyi, Michael. 1966. The Tacit Dimension. New York:Doubleday. Robert, Joanne. 2000. “ From Know-how to Show-how? Questioning the Role of Information and Communication Technologies in Knowledge Transfer.” Technology Analysis & Strategic Management, 12(4): 1141-1164. Schein, Edgar H. 1983. “Organizational Socialization and the profession of Management.” In Organizational Influence Processes, ed. Robert W. Allen & Lyman W. Porter. Illinois: Scott, Foresman, pp. 227-239. Sias, Patricia M. 2005. “Workplace Relationship Quality and Employee Information Experiences.” Communication Studies, 56(4): 375-395. Soss, Joe. & Donald P. Moynihan 2014. “Policy Feedback and the Politics of Administration.” Public Adminitration Review, 74(3):320-32. Swap, Walter, Dorothy Leonard, Mimi Shields & Lisa Abrams. 2001. “Using Mentoring and Storytelling to Transfer Knowledge in the Workplace.” Journal of Management Information Systems, 18(1): 95-114. Szulanski, Gabriel. 1996. “Exploring Internal Stickiness: Impediments to the Transfer of Best Practice Within the Firm.” Strategic Management Journal, 17(2): 27-43. Szulanski, Gabriel. 2000. “The Process of Knowledge Transfer: A Diachronic Analysis of Stickiness.” Organizational Behavior and Human Decision Processes, 82(1): 9-27. Tonon, Joseph. M. 2008. “The Costs of Speaking Truth to Power: How Professionalism Facilitates Credible Communication. “Journal of Public Administration Research and Theory, 18(2):275-295. Tsai, Wenpin. 2002. “Social Structure of ‘Coopetition’ Within A Multiunit Organization: Coordination, Competition, and Intraorganizational Knowledge Sharing.” Organization Science, 13(2): 179-190. van Maanen, John & Edger H. Schein. 1979. “Toward a Theory of Organizational Socialization.” Research in Organization, 1: 209-264. van Wijk, Raymond, Justin J. P. Jansen, & Marjorie A. Lyles. 2008. “Inter- and Intra-Organizational Knowledge Transfer: A Meta-Analytic Review and Assessment of Its Antecedents and Consequences.” Journal of Management Studies, 45(4): 830-853. Whitford, Andrew B. 2005. “The Pursuit of Political Control by Multiple Principles.” The Journal of Politics, 67(1):29-49. Wilkesmann, Uwe, Maximiliance Wilkesmann & Alfredo Virgillito. 2009. “The Absence of Cooperation is Not Necessarily Defection: Structural and Motivational Constraints of Knowledge Transfer in A Social Dilemma Situation.” Organizational Studies, 30(3): 1141-1164. Wilson, James Q. 1989. Bureaucracy: What Government Agencies Do and Why They Do It. New York: Basic Books. | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/53787 | - |
dc.description.abstract | 行政與立法部門彼此能夠協力合作的基礎,乃是奠基在良好的府會互動關係之上。對於行政機關而言,欲建構良好的府會關係,有賴於具備專業知識的府會聯絡人戮力經營和維繫。過去,針對有關的主題,雖然已經累積了不少的研究成果,然而,既有的討論多半欠缺組織層次的探討,故未能針對工作角色的轉換歷程和組織內部的知識轉移情形,提供較詳盡的觀察及描述。因此,本文企圖回答的研究問題便是,新接任府會聯絡工作的新人,在熟悉新的工作角色,接手並適應新工作的過程當中,組織內部的知識轉移情形為何?
為了解答上述的問題,本文深度訪談了我國6個直轄市政府的29位府會聯絡人,並配合質性資料的分析方法,共得到3個主要的研究結果和發現。首先,不論接任府會聯絡工作的原因為何,於初接任的工作情境之下,個人將會較關切跨科室的業務權責、議事環境和規則以及議員習性和風格等3種知識內容。雖然個人對於特定知識的需求程度,會因為過往的工作經驗而有所不同,但是,知識需求的滿足,攸關府會聯絡人是否能稱職地表現出應有的工作行為和態度。其次,為了滿足個人的知識需求,直轄市府與各局處均透過各種不同的方式和管道,像是書面資料的發放、歷年資料的彙整、集體會議的召開,餐敘活動的舉辦,或是機關首長的立場表達,將府會聯絡工作的工作要求、團隊精神、議事規則、議員的習性風格等知識內容,傳遞給府會聯絡人。其中,組織提供特定知識內容的方式,並未有固定的模式,且其採取的策略也較鼓勵個人從事角色創新。最後,除了被動地接受知識之外,個人也會主動地去搜集有用的知識內容。有關的知識主要包含了工作慣例與熟悉議會與議員等2大部分。透過前、後任府會聯絡人,或是其他局處府會聯絡人之間的口頭提醒、師徒帶領、故事分享、實地觀察或是行動學習等方式,個人不僅可以獲取與工作有關的外顯知識,更能夠習得特定的默會知識,使之工作態度與表現均呈現較為正面的傾向。值得一提的是,本文發現,組織內部的知識轉移,未必會受到組織外部的政治環境所影響;相對來說,組織內部的制度環境或是知識特性,將是更為關鍵的影響因素。 總的來說,於我國直轄市政府之中,初次接任府會聯絡工作的新人,是有機會從各種不同的知識來源,以多元的知識轉移方式,獲取有關的知識內容,並得以在綜合評估所屬機關的環境脈絡之後,選擇適切的行動策略,維繫市府與議會之間的互動關係。惟行政機關仍應建構良好的制度環境與團隊氛圍,以確保組織內知識轉移的發生。 | zh_TW |
dc.description.abstract | Whether special municipal governments and councils have a cooperative relationship has impacts on the effectiveness of local governments in Taiwan. For building up the harmonious relationship between governments and councils, according to previous research findings, liaison officers, who are the agent of the executive and frequently interact with the legislators, must be informed and competent. Although liaison officers play an important role in the government-council relationship, few shows how civil servants who are to be liaison officers acquire explicit and tacit knowledge in the workplace as their work roles are transformed. Little do we know about the transfer of knowledge between novices and veterans. This thesis aims to fill this research void.
In order to depict how knowledge transfers among liaison officers in special municipal governments, qualitative research method was adopted. On the narrative texts of 29 interviewed liaison officers in six special municipality administrations, including Taipei City, New Taipei City, Tau Yuan City, Taichung City, Tainan City and Kaohsiung City, three main points were found. First of all, novices have compelling needs of intelligence as undergoing work-role transition. Second, as a kind of knowledge resource, special municipalities not only store knowledge accumulated from past experiences, but also offer remarkable insights and shared values to the novice through documents, interviewing, and social interactions. Thanks to the efforts made by special municipalities, the novice could gain the know-how about the liaison work. Last but not least, the novice would actively enhance their understanding about the role of liaison officers in different ways. Ex-serving officers, veterans or co-workers were available knowledge resources for the novice. And the practical wisdom could be caught by others in informal mentor-protégé program, or in the network of gossip-exchanging. Due to the access to various knowledge resources, most interviewees have the positive attitude toward the job. What is worth to be mentioned is that the obstacle in the way of knowledge transfers would not be the change of ruling party, but the lack of social networking and the nature of knowledge. In sum, the empirical findings tell that there are the diversity patterns of knowledge transfers among liaison officers in Taiwan special municipal governments. If knowledge transfers among them were vital for government effectiveness, creating the incentive of knowledge sharing and instilling the culture of team would be indispensable mission for leaders in the executive sectors. | en |
dc.description.provenance | Made available in DSpace on 2021-06-16T02:29:43Z (GMT). No. of bitstreams: 1 ntu-104-R01322054-1.pdf: 1691145 bytes, checksum: 49287997f0ad0a048903a4f5ee7af0a9 (MD5) Previous issue date: 2015 | en |
dc.description.tableofcontents | 口試委員會審定書................................. I
謝辭............................................ III 中文摘要........................................ V ABSTRACT....................................... VII 第一章 緒論.................................... 1 第一節 研究背景與動機........................... 1 第二節 研究問題與目的........................... 3 第三節 研究範圍與章節安排 ........................6 第二章 府會聯絡過往研究探討...................... 9 第一節 府會聯絡機制的功能與意義.................. 9 第二節 府會聯絡人的相關研究...................... 17 第三章 工作角色轉換的知識轉移.................... 27 第一節 工作角色轉換的社會化過程.................. 27 第二節 社會化過程中知識轉移的階段與方法........... 36 第四章 研究設計................................ 47 第一節 研究方法................................ 47 第二節 研究個案與對象........................... 49 第三節 資料分析方式............................. 54 第五章 研究發現................................ 59 第一節 初任府會聯絡工作的知識需求................ 59 第二節 組織到府會聯絡人的知識轉移................ 73 第三節 府會聯絡人之間的知識轉移.................. 87 第四節 府會聯絡人的觀察與主動學習................ 112 第五節 綜合討論與觀察........................... 120 第六章 研究結論與建議........................... 131 第一節 研究成果................................ 131 第二節 研究建議................................ 134 參考書目........................................ 137 附錄一 訪談大綱.................................. 147 | |
dc.language.iso | zh-TW | |
dc.title | 府會聯絡人的知識轉移-以我國直轄市政府為例 | zh_TW |
dc.title | A Study of the Transfer of Knowledge among Liaison Officers: The Case of Taiwan Municipal Government | en |
dc.type | Thesis | |
dc.date.schoolyear | 103-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 王業立,余致力 | |
dc.subject.keyword | 知識轉移,府會聯絡人,直轄市,工作角色,府會關係, | zh_TW |
dc.subject.keyword | Knowledge Transfer,Liaison Officers,Special Muinicipal Governent,Work Role,Government-Council Relationship, | en |
dc.relation.page | 148 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2015-07-31 | |
dc.contributor.author-college | 社會科學院 | zh_TW |
dc.contributor.author-dept | 政治學研究所 | zh_TW |
顯示於系所單位: | 政治學系 |
文件中的檔案:
檔案 | 大小 | 格式 | |
---|---|---|---|
ntu-104-1.pdf 目前未授權公開取用 | 1.65 MB | Adobe PDF |
系統中的文件,除了特別指名其著作權條款之外,均受到著作權保護,並且保留所有的權利。