臺灣博碩士論文加值系統

本研究之目的在於應用全面品質管理（Total Quality Management, TQM）探討政府機關之顧客導向服務系統設計與管理。有鑑於我國近年來在世界各國競爭力的評比雖然屢有提升，但是在政府管理方面卻日益退步，加上世界各國為有效回應日益增加的民眾需求，增強國家競爭力，許多公共服務紛紛採用全面品質管理的哲學與實務來提升公共服務之品質與績效，而落實「顧客導向」的服務理念一直是TQM執行成功的核心要素之一。儘管顧客導向在實務界已施行多年，但是相關研究仍然相當之欠缺。此外，大部分仍著重在私人企業顧客導向之研究，缺乏以系統化的觀點探討有關政府機關如何滿足日增的民眾需求，與政府提供顧客導向服務時所面臨的挑戰，以及顧客導向在政府機關適用性的爭議問題。本研究認為與其從產業界直接借用「顧客導向」的概念與系統，爭議公私部門適用性的問題，不如直接針對政府機關，探討其「顧客導向服務」的內涵與做法，進而建構一套適用於公部門之顧客導向服務系統。因此，本研究針對政府機關顧客導向服務系統設計與管理，進行三階段系統化與科學化之研究。相關研究發現的意涵在本文中有進一步之討論。

This study intends to present a comprehensive study of customer-oriented service activities in the public sector. In response to the increasing demands of customers in rapid change environment, many public agencies turn to specific approaches practiced in the private sector to enhance service quality and performance. Customer orientation is one of the most important components of total quality management (TQM). Although TQM has been popular in manufacturing industry since 1980, the suitability of using it in the public sector has been debated for years. The present author argued that instead of borrowing its concepts and system directly from manufacturing industry, it is necessary to investigate what and how the customer-oriented service are performed in the public sector. The present study therefore presents a comprehensive study, which is a three-part study of customer-oriented service activities in the public sector. The implications of these findings are discussed in the study.

Table of Contents

Abstract (in Chinese) I
Abstract II
Acknowledgements III
List of Figures VII
List of Tables VIII
1. Introduction 1
1.1 Research background 1
1.1.1 Difficulties with the essential ethos of the public service 3
1.1.2 Difficulties in defining the ‘customers’ of the public service 3
1.1.3 Difficulties with the organizational characteristics of the pubic service 4
1.2 Research rationale and purposes 5
2. Literature Review 7
2.1 TQM and customer orientation 7
2.2 Concepts and models of customer-oriented service management 9
2.2.1 The conceptual model 10
2.2.2 The scale-construct model 10
2.2.3 The cause–effect model 10
2.3 Customer orientation in the public service 11
2.4 Organizational change 13
2.5 Change management models 15
3. Research Framework 17
3.1 Conceptual model development 18
3.2 Systematic empirical analysis 19
3.3 Change model development 20
4. Conceptual Model Development 21
4.1 Research framework of COSES model 21
4.2 Research design 23
4.2.1 Research subjects 23
4.2.2 Interview design and procedure 25
4.2.3 Data analysis 26
4.2.4 Reliability analysis 27
4.3 Analysis of COSES model 28
4.3.1 First phase of content analysis 28
4.3.2 Second phase of content analysis 31
4.4 Research finding 33
4.4.1 The nature of a COSES model in the public sector 33
4.4.2 How is COSES implemented in the public sector? 34
5. Systematic Empirical Analysis 36
5.1 Research design 36
5.1.1 Research subject 36
5.1.2 Research instrument 37
5.1.3 Validity and reliability 38
5.2 Results 39
5.2.1 Primary data analysis 39
5.2.2 Results derived from COSES measurement scale 41
5.3 Research finding 45
5.3.1 Performance gaps 45
5.3.1.1 Gap between customer identification and customer-needs survey 45
5.3.1.2 Gap between customer-needs survey and service-system design 46
5.3.1.3 Gap between service-system design and service delivery 46
5.3.1.4 Gap between service delivery and service recovery 47
5.3.1.5 Ideal service-system design and management 47
5.3.2 Implications for organizational fostering of culture 48
6. Change Model Development 50
6.1 Conceptual framework of ERA model 50
6.1.1 Evaluation phase 51
6.1.2 Re-evaluation phase 53
6.1.3 Action phase 55
6.2 Empirical case study 56
6.2.1 Case description 56
6.2.2 Implementation of ERA model 57
6.2.2.1 Evaluation phase 57
6.2.2.2 Re-evaluation phase 59
6.2.2.3 Action phase 60
6.2.3 Results of implementing the ERA model 64
6.2.3.1 Performance improved in terms of COSES model 64
6.2.3.2 Performance improved in terms of key performance indicators 68
6.2.4 The merits of the ERA model 70
7. Discussion and Conclusion 72
7.1 From Customer-Orientation to CORE competence 72
7.2 Implication on the CORE model 74
7.2.1 Comparing CORE model with IMD & WEF 74
7.2.2 Comparing COSES model with PZB model 75
7.2.3 Comparing COSES model with national quality award 77
7.3 Future study 78
References 79



List of Figures

Figure 3.1 Research framework 17
Figure 4.1 Conceptual research framework 22
Figure 5.1 Normal Q-Q plot 39
Figure 5.2 Performance gaps among the five phases of design and management of a service system 42
Figure 5.3 Performance gaps among the three-layer of organizational culture fostering of a service system 45
Figure 5.4 Types of public service system design and management 48
Figure 6.1 Conceptual framework of ERA model 51
Figure 6.2 The proposed action plan for change 61
Figure 6.3 The results before and after the use of the ERA model to change the LMBTC service-system design and management 66
Figure 7.1 The CORE model 72


List of Tables

Table 4.1 Research subjects 24
Table 4.2 Interview outline 25
Table 4.3 Data analysis scheme 27
Table 4.4 Examples of the unitizing procedure 28
Table 4.5 Identify the themes from the customer-oriented service activities 29
Table 4.6 The frequency of themes of the first phase 30
Table 4.7 Reliability of the first phase of content analysis 31
Table 4.8 Allocate the themes to the appropriate level of the organisational culture 32
Table 4.9 Reliability of the second phase of content analysis 33
Table 5.1 COSES measurement scale 38
Table 5.2 The mean and standard deviation for four groups 40
Table 5.3 One-way ANOVA test on four groups 41
Table 5.4 Primary results derived from COSES and NSQPP 41
Table 5.5 Score derived from COSES scale – system design and management 42
Table 5.6 The difference of the COSES score for the four groups in the five-stage design and management of a service system 43
Table 5.7 Score derived from COSES scale - organizational culture fostering 44
Table 6.1 LMBTC’s score and reliability of the onsite review among the three observers 58
Table 6.2 LMBTC’s score derived from COSES scale before and after the change 65
Table 6.3 Performance improvement for implementing ERA model 69

ACT, see Australian Capital Territory Government.
Appleby, P. (1992), “Government Is Different,” in Shafritz, J. M. and Hyde A. C. (Eds), Classics of Public Administration, 3rd ed., CA: Brooks/Cole Publishing Co.
Athanassopoulos, A. D. (2000), “Customer Satisfaction Cues to Support Market Segmentation and Explain Switching Behavior”, Journal of Business Research, 47, pp. 191-207.
Australian Capital Territory Government (1999), ACT Public Service: Customer Service Standard, Canberra, Australia.
Barzelay, M. (1992), Breaking Through Bureaucracy: A New Vision for Managing in Government, Berkeley: University of California.
Beer, M. (1980), Organizational Change and Development, Santa Monica, California: Goodyear.
Beer, M. (2003), “Why Total Quality Management Programs Do Not Persist: The Role of Management Quality and Implications for Leading A TQM Transformation”, Decision Sciences, 34(4), pp. 623-642.
Bozeman, B. (1988), “Exploring the Limits of Public and Private Sectors: Sector Boundaries as Maginot Line”, Public Administration Review, 48(2), pp. 672-674.
Bozeman, B. and Bretschneider, S. (1986), “Public Management Information Systems: Theory and Prescription”, Public Administration Review, 46, November, pp. 475-487.
Brady, M. K. and Cronin, Jr. J. J. (2001), “Customer Orientation: Effects on Customer Service Perceptions and Outcome Behaviors”, Journal of Service Research, 3(3), pp. 241-251.
Bretschneider, S. (1990), “Management Information Systems in Public and Private Organizations: An Empirical Test”, Public Administration Review, 50(5), pp. 536-545.
Bretschneider, S. and Wittmer, D. (1993), “Organizational Adoption of Microcomputer Technology: The Role of Sector”, Information Systems Research, 4(1), pp. 88-108.
Brown T. J., Mowen, J. C., Donavan, D. T., and Licata, J. W. (2002), “The Customer Orientation of Service Workers: Personality Trait Effects on Self and Supervisor Performance Ratings”, Journal of Marketing Research, 39, pp. 110-119.
Capon, N., Farley, J., Hulbert, J. and Lei, D. (1991), “In Search of Excellence Ten Years Later: Strategy and Organization Do Matter”, Management Decision, 29(4), pp. 12-21.
Carnevale, D. (1995), Trustworthy Government, Jossey-Bass, San Francisco, CA.
Chao, M. J. (2003), “The Analysis for Service Quality Improvement of The Executive Yuan”, Research Development and Evaluation, 27(3), pp. 88-100.
Chen, C. K., Yu, C. H. and Chang, H. C. (2005), “An Empirical Analysis of Customer-Oriented Service Activities in the Taiwanese Public Sector”, Total Quality Management & Business Excellence, 16(7) (in press).
Chen, C. K., Yu, C. H. and Chang, H. C. (2005), “CORE: A Comprehensive Study of Customer-Oriented Service Activities in the Public Sector”, working paper.
Chen, C. K., Yu, C. H. and Chang, H. C. (2005), “ERA model: A Customer-Orientated Organizational Change Model for the Public Service”, working paper.
Chen, C. K., Yu, C. H., Yang, S. J. and Chang, H. C. (2004), “A Customer-Oriented Service-Enhancement System (COSES) for the Public Sector”, Managing Service Quality, 14(5), pp. 414-425.
Chi, K. S. (1994), “TQM in State Government: Options for the Future”, State Trends Forecasts, 3, pp. 2-38.
Cohen, S. and Brand, R. (1993), Total Quality Management in Government: A Practical Guide for the Real World, San Francisco, CA, Jossey-Bass.
Cole, R. W. (1988), “The Public Sector: The Conflict between Accountability and Efficiency”, Australian Journal of Public Administration, XLVII, pp. 223-232.
Coursey, D. and Bozeman, B. (1990), “Decision Making in Public and Private Organizations: A Test of Alternative Concepts of Publicness”, Public Administration Review, 50(5), pp. 525-535.
Dean, J. W. Jr. and Bowen, D. E. (1994), “Management Theory and Total Quality: Improving Research and Practice through Theory Development”, Academy of Management Review, 19(3), pp. 392-418.

DeLeon, L. and Denhardt, R. (2000), “The Political Theory of Reinvention”, American Review of Public Administration, 60(2), pp. 89-97.
Deshpande, R., Farley J. U., and Webster F. E. Jr. (1993), “Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis”, Journal of Marketing, 57, January, pp. 23-37.
Dobni, D., Ritchie, J. R. B. and Zerbe, W. (2000), “Organizational Values: The Inside View of Service Productivity”, Journal of Business Research, 47, pp. 91-107.
Douglas, T. J. and Judge, Jr. W. Q. (2001), “Total Quality Management Implementation and Competitive Advantage: The Role of Structural Control and Exploration”, Academy of Management, 44(1), pp. 158-169.
Doyle, M., Claydon, T. and Buchanan, D. (2000), “Mixed Results, Lousy Process: The Management Experience of Organizational Change”, British Journal of Management, 11(3), pp. 59-80.
Durst, S. and Newell, C. (1999), “Better, Faster, Stronger, Government Reinvention in the 1990s”, American Review of Public Administration, 29(1), pp. 61-75.
Farias, G., Johnson, H., Worren, N, Ruddle, K. and Moore, K. (2000), “Organizational Development and Change Management: Setting the Record Straight/Response to Farias and Johnson's Commentary,” Journal of Applied Behavioral Science, 36(3), pp. 376-79.
Felton, A. P. (1959), “Making the Marketing Concept Work”, Harvard Business Review, July-August, pp. 55-65.
Font, J. (1997), “Quality Measurement in Spanish Municipalities: Transferring Private Sector Experiences”, Public Productivity and Management Review, 21, pp. 44-55.
Fowler, A. and Pryke, J. (2003), “Knowledge Management in Public Service Provision: The Child Support Agency”, International Journal of Service Industry Management, 14(3), pp. 254-283.
Goetz, J. P. and LeCompte, M. D. (1984), Ethnography and Qualitative Design in Educational Research, Academic Press, New York.
Gore, A. (1993), Creating a Government that Works Better and Costs Less: Report of the National Performance Review, US Government Printing Office, Washington DC.

Gore, A. (1997), Businesslike Government, Washington, D. C.: National Performance Review.
Gustafson, D. H., Cats-Baril, W. L. and Alemi, F. (1992), System to Support Health Policy Analysis: Theory, Models, and Uses, Health Administration Press, Ann Arbor, Michigan.
Hartline, M. D., Maxham, J. G. III and Mckee, D. O. (2000), “Corridors of Influence in the Dissemination of Customer-Oriented Strategy to Customer Contact Service Employees”, Journal of Marketing, 64, pp. 35-50.
Hendricks, K. B. and Singhal, V. (1997), “Does Implementing an Effective TQM Program Actually Improve Operating Performance? Empirical Evidence from Firms that Have Won Quality Awards”, Management Science, 43, pp. 1258-1274.
Hendricks, K. B. and Singhal, V. (2001), “The Long-Run Stock Price Performance of Firms with Effective TQM Programs”, Management Science, 47, pp. 359-368.
Holloway, J., Francis, G. and Hinton, M. A. (1999), “A Vehicle for Change? A Case Study of Performance Improvement in the New Public Sector”, The International Journal of Public Sector Management, 12(4), pp. 350-364.
Houston, F. S. (1986), “The Marketing Concept: What It Is and What It Is Not”, Journal of Marketing, 50, pp. 81-87.
Hsieh, A. T., Chou, C. H. and Chen, C. M. (2002), “Job Standardization and Service Quality: A Closer Look at the Application of Total Quality Management to the Public Sector”, Total Quality Management, 13(7), pp. 899-912.
Isakson, H. R. and Spencer, M. (2000), “Total Quality Management and Residential Real Estate Agency Issues”, The Journal of Real Estate Research, 20(1-2), pp. 179-188.
Jan, C. Y. (1999), New Public Management, Taipei: Wu-Nan Book Inc.
Jaworski, B., Kohli A. and Sahay A. (2000), “Market Driven Versus Driving Markets”, Journal of the Academy of Marketing Science, 28(1), pp. 45-54.
Jiang, B. C. and Chen, C. K. (2002), “A Study of Customer-Oriented Service Culture – Concepts and Approaches”, Research Development and Evaluation, 26(5), pp. 93-101.
Johnston, K. (1993), Beyond Bureaucracy: A Blueprint and Vision for Government That Works, Homewood, IL: Irwin.
Jones, G. R. (1998), Organizational Theory: Text and Cases, Addison Wesley Longman Publishing Company, Inc.
Kamensky, J. (1996), “The Role of Reinventing Government Movement in Federal Management Reform”, Public Administration Review, 56(3), pp. 247-255.
Kassarjian, H. H. (1977), “Content Analysis in Consumer Research”, Journal of Consumer Research, 4, pp. 8-18.
Katz, D. and Kahn, R. L. (1978), The Social Psychology of Organizations, 2nd ed. New York: Wiley, pp. 714-715.
Kearsey, A. and Varey, R. J. (1998), “Managerialist Thinking on Marketing for Public Services”, Public Money and Management, January-March, pp. 51-61.
Kettl, D. and DiIulio, J. (1995), Inside The Reinvention Machine: Appraising Government Reform, Brookings Institution, Washington, DC.
Kickert, W., Klijn, E. and Koppenjan, J. (1997), Managing Complex Networks: Strategy for The Public Sector, Sage, Thousand Oaks, CA.
Knights, D. and McCabe, D. (1998), “When ‘Life Is But a Dream’: Obliterating Politics through Business Process Reengineering?”, Human Relations, 51(6), pp. 761-798.
Kohli, A. and Jaworski, B. (1990), “Market Orientation: The Construct, Research Proposition, and Managerial Implications”, Journal of Marketing, 54, pp. 1-18.
Korunka, C., Carayon, P., Sainfort, F., Scharitzer, D. and Hoonakker, P. (2003), “Quality in the Public Sector from an Employee’s Perspective: Results from a Transactional Comparison”, Total Quality Management & Business Excellence, 14(5), pp. 537-548.
Kotter, J. P. and Schlesinger, L. A. (1979), “Choosing Strategies for Change”, Harvard Business Review, 57(2), pp. 106-114.
Lerner, A. W. (1992), Contemporary Complexities and Administrative Realities: The Challenge of Serving Clients, in Lerner, A. W. and Wanal, J. (Eds), In Public Administration: Realistic Reinterpretation of Contemporary Public Management, New Jersey: Prentice-Hall, Inc.
Lewin, K. (1951), Theory in Social Science, New York: Harper & Row.
Lozano, A. R. P. (2000), “A Customer Orientation Checklist: A Model”, Library Review, 49(4), pp. 173-178.
Markus, M. L. (1989), “Case Selection in a Disconfirmatory Case Study”, in Cash, J. I. and Lawrence P. R. (Eds), The Information System Research Challenge: Qualitative Methods, Harvard Business School Research Colloquium, 1, Harvard Business School, Boston, MA.
Marson, B. (1993), “Building Customer-Focused Organizations in British Columbia”, Public Administration Quarterly, 17, pp. 30-41.
McGee, L. W. and Spiro, R. L. (1988), “The Marketing Concept in Perspective”, Business Horizons, May-June, pp. 40-5.
Merton, R. K. (1940), “Bureaucratic Structure and Personality”, Social Forces, 18, pp. 560-568.
Milakovich, M. E. (1994/95), “How Quality-Oriented Have State and Local Governments Really Become?”, National Productivity Review, 14, pp. 73-84.
Mintzberg, H. (1996), “Managing Government, Governing Management”, Harvard Business Review, May-June, pp. 75-83.
Morgan, C. and Murgatroyd, S. (1994), Total Quality Management in the Public Sector: An International Perspective, London, Open University.
Narver, J. C. and Slater, F. S. (1990), “The Effect of a Market Orientation on Business Profitability”, Journal of Marketing, 54, pp. 20-35.
Nicholson, N. (1998), Encyclopedic Dictionary of Organizational Behavior, Malden, MA: Blackwell, pp. 359-361.
Nwankwo, S. (1995), “Developing a Customer Orientation”, Journal of Consumer Marketing, 12(5), pp. 5-15.
Nwankwo, S. and Richardson, B. (1994), “Reviewing Service Quality in the Public Sector”, in Curwen, P., Richardson, B., Nwankwo, S. and Montanheiro, L. (Eds), The Public Sector in Transition, Pavic Publications, Sheffield.
Oakland, J. S. (1993), Total Quality Management, 2nd Ed., Butterworth- Heinemann Ltd, London.
Ocasio, W. (1994), “Political Dynamics and the Circulation of Power: CEO Succession in U.S. Industrial Corporations, 1960-1990”, Administrative Science Quarterly, 39(2), pp. 285-312.

Osborne, D. and Gaebler T. (1992), Reinventing Government: How the Entrepreneurial Spirit Is Transforming the Public Sector, MA: Addison-Wesley Publisher Company.
Parasuraman, A. (1987), “Customer Oriented Corporate Cultures Are Crucial to Services Marketing Success”, Journal of Services Marketing, 1(1), pp. 39-46.
Parasuraman, A., Zeithaml, V. A. and Berry, L. L. (1985), “A Conceptual Model of Service Quality and Its Implications for Future Research”, Journal of Marketing, 49, pp. 41-50.
Parasuraman, A., Zeithaml, V. A. and Berry, L. L. (1988), “SERVQUAL: A Multiple-Item Scale for Measuring Consumer Perceptions of Service Quality”, Journal of Retailing, 64(1), pp. 12-40.
Payne, A. F. (1988), “Developing a Marketing Oriented Organization”, Business Horizons, May-June, pp. 46-53.
Pearce, J., Stevenson, W. and Perry, J. (1985), “Managerial Compensation Based on Organizational Performance: A Time Series Analysis of the Effects of Merit Pay”, Academy of Management Journal, 28(2), pp. 261-278.
Pfeffer, J. (1992), Managing with Power: Politics and Influence in Organizations, Boston: Harvard Business School Press, pp. 7 and 318-320.
Porras, J. I. and Robertson, P. J. (1992), “Organizational Development: Theory, Practice, and Research,” in Dunnette, M. D. and Hough, L. M. (Eds.), Handbook of Industrial & Organizational Psychology, 2nd ed., 3, Palo Alto: Consulting Psychologists Press, pp. 721-723.
Porras, J. I. and Slivers, R. C. (1991), “Organization Development and Transformation”, Annual Review of Psychology, 42, pp. 51-78.
Posner, B. G. and Rothstein, L. R. (1994) “Reinventing the Business of Government: An Interview with Change Catalyst David Osborne”, Harvard Business Review, 72(3), pp. 132-143.
Price, J. (1991), “The Quality Concept and Objectives”, in Lock, D. and Smith, D. J. (Eds.), Gower Handbook of Quality Management, Gower Publishing Co., Vermont.
Rainey, H. G. (1983), “Public Agencies and Private Firms”, Administration and Society, 15(2), pp. 207-242.
Robbins, S. P. (2003), Organizational Behaviour, Prentice Hall, New Jersey.
Robertson, P. J. and Seneviratne, S. J. (1995), “Outcomes of Planned Organizational Change in the Public Sector: A Meta-Analytic Comparison to the Private Sector”, Public Administration Review, 55(6), pp. 547-558.
Rosenhoover, D. and Kuhn, H. (1996), “Total Quality Management and the Public Sector”, Public Administration Quarterly, 19(4), pp. 434-455.
Saint-Martin, D. (2001), “When Industrial Policy Shapes Public Sector Reform: Total Quality Management in Britain and France”, West European Politics, 24, pp. 105-124.
Saxe, R. and Weitz, B. A. (1982), “The SOCO Scale: A Measure of the Customer Orientation of Salespeople”, Journal of Marketing Research, 19, pp. 343-351.
Scharitzer, D. and Korunka, C. (2000), “New Public Management: Evaluating the Success of Total Quality Management and Change Management Interventions in Public Services from the Employees’ and Customers’ Perspectives”, Total Quality Management & Business Excellence, 11(7), pp. 941-953.
Shani, A. B. and Pasmore, W. A. (1985), “Organization Inquiry: Towards a New Model of the Action Research Process,” in Warrick, D. D. (ed.), Contemporary Organization Development: Current Thinking and Applications Glenview, IL: Scott, Foresman, pp. 438-448.
Shapiro, B. (1988), “What the Hell Is Market Oriented?”, Harvard Business Review, 66 (November-December), pp. 119-125.
Steinman, C., Deshpande, R., and Farley, J. U. (2000), “Beyond Market Orientation: When Customers and Suppliers Disagree”, Journal of the Academy of Marketing Science, 28(1), pp. 109-19.
Stuart, F. I. (1998), “The Influence of Organizational Culture and Internal Politics on New Service Design and Introduction”, International Journal of Service Industry Management, 9(5), pp. 469-485.
Swiss, J. E. (1992), “Adapting Total Quality Management (TQM) to Government”, Public Administration Review, 52(4), pp. 356-362.
Tsoukas, H. and Chia, R. (2002), “On Organizational Becoming: Rethinking Organizational Change”, Organization Science, 13(5), pp. 567-582.

Wamsley, G. (1990), The Agency Perspective, in Wamsley et al. (Ed.), Refounding Public Administration, Sage, Newbury Park, CA.
Weber, M. (1978), Economy and Society, Based on 4th German ed., Translated by Ephraim Fischoff et al., University of California Press, Berkeley, CA.
Weber, R. P. (1990), Basic Content Analysis, Newbury Park, California: Sage Publications, Inc..
Webster, F. E. Jr. (1988), “Rediscovery of the Marketing Concept”, Business Horizons, 31 (May-June), pp. 29-39.
Webster, F. E. Jr. (1994), Market-driven Management: Using the New Marketing Concept to Create a Customer-oriented Company, John Wiley & Sons, Inc., New York.
Weissman, H. H. (1991), “Planning for Client Feedback: Content and Context” in Ott, J. S., et al. (eds.), Public Management: The Essential Readings, Chicago: Lyceum Brooks/Nelson-Hall Publishers.
Yang, G. S., Wun, C. Y., Wu, C. S. and Li, I. Y. (2002), “Society and Behaviour Science Research Methods”, Taipei: Tung-Hua Book Co., Ltd.
Yasin, M. M. and Yavas, U. (1999), “Enhancing Customer Orientation of Service Delivery Systems: An Integrative Framework”, Managing Service Quality, 9(3), pp. 198-203.
Younis, T., Bailey, S. J. and Davidson, C. (1996), “The Application of Total Quality Management to the Public Sector”, International Review of Administrative Sciences, 62, pp. 369- 382.
Yusof, S. M. and Aspinwall, E. (2000), “Total Quality Management Implementation Frameworks: Comparison and Review”, Total Quality Management & Business Excellence, 11(3), pp. 281-294.
Zeppou, M. and Sotirakou, T. (2003), “The STAIR Model: A Comprehensive Approach for Managing and Measuring Government Performance in the Post-Modern Era”, The International Journal of Public sector management, 16, pp. 320-322.