臺灣博碩士論文加值系統

中文摘要
美國波士頓大學教授O.Lerbinger以「危機的年代」來形容我們當今身處之年代，危機及危機管理已是人類社會中不可或缺的一部份。隨著台灣化學工業及高科技產業蓬勃發展，石化業亦如雨後春筍般充斥在我們的生活環境，致使各種危害性及毒性化學物質被大量使用；但產業界對化學物質所引起的災害之預防及應變能力卻未能相對提升，導致化學災害事故發生後無法立即有效應變處理。以往企業危機處理的模式，還大都是停留在「刺激(危機)─反應」的傳統處理模式。然而這種處理方式已不能滿足多變的動態環境。本研究主要是將學者危機管理的理念導入企業，以危機動態環境管理模式各階段的管理活動，探究化工廠實際危機處理的方式，檢視企業危機管理的效能，透過訪談當年個案實際參與的學者專家及指揮官，以實際了解企業危機處理的機制是否能有計畫的預防於前，處理於後？並從事件過程中，學習經驗教訓。研究發現，化工廠危機管理的方式就如同許多組織一般，大部分都將重點放在危機損害的控制。至於對危機警訊的掌握，以及從危機經驗中歸納出經驗知識，在這一方面即顯得不足。本研究旨在結合危機管理的模式，建立一套符合企業本身的危機管理機制，期使化工產業面臨危機時，能從容不迫的加以決策、因應與處理，以維持、進而提昇企業的管理效能。

英文摘要
“Today, we are surrounded by a new risk and changing environment.” the professor of Boston University, O.Lerbinger, described in The Age of Crisis. Thus, the crisis awareness and crisis management are indispensable to our human society.
With the advance of chemical industries and evolving of sophisticated technology, toxic industrial chemicals (TICs) and toxic industrial materials (TIMs) are widely used in Taiwan. Owing to manufacturers lack of the ability to prevent and response an unprecedented disaster that might be caused by TICs and TIMs, chemical disasters could not be managed effectively. However, the manufacturers still employ the traditional methods “negative response to crisis” which cannot meet the need of crisis management nowadays. Because crisises are dynamic and countermeasures may become outdated, it is generally sound practice to periodically reassess threat and crisis.
In this theory, the concept of “crisis management” will be introduced into the manufacturers, the methods of practical crisis management in chemical factories will be discussed, the way of effective assessment in crisis management will be provided.
The learned cases will be laid out for crisis management by discussing with the participants, experts and incident commanders whom to performed a realistic task, so the current capabilities of the manufacturers to manage the crisis of pre-incident planning, on-scene procedures and post incident will be reviewed.
It is discovered that the way of crisis management in chemical factory just like others organization which focus on damage control. The timely crisis awareness and the lesson learned from the previous events still have big room to make efforts. The purpose of this research is to integrate the model of crisis management and to build up a suitable mechanism of crisis management for manufacturers. It is expected that chemical manufacturers can make a properly decision to assess, response, manage and recover while encountering a chemical disaster, so as to maintain and promote the effective capability of crisis management.

英文摘要
“Today, we are surrounded by a new risk and changing environment.” the professor of Boston University, O.Lerbinger, described in The Age of Crisis. Thus, the crisis awareness and crisis management are indispensable to our human society.
With the advance of chemical industries and evolving of sophisticated technology, toxic industrial chemicals (TICs) and toxic industrial materials (TIMs) are widely used in Taiwan. Owing to manufacturers lack of the ability to prevent and response an unprecedented disaster that might be caused by TICs and TIMs, chemical disasters could not be managed effectively. However, the manufacturers still employ the traditional methods “negative response to crisis” which cannot meet the need of crisis management nowadays. Because crisises are dynamic and countermeasures may become outdated, it is generally sound practice to periodically reassess threat and crisis.
In this theory, the concept of “crisis management” will be introduced into the manufacturers, the methods of practical crisis management in chemical factories will be discussed, the way of effective assessment in crisis management will be provided.
The learned cases will be laid out for crisis management by discussing with the participants, experts and incident commanders whom to performed a realistic task, so the current capabilities of the manufacturers to manage the crisis of pre-incident planning, on-scene procedures and post incident will be reviewed.
It is discovered that the way of crisis management in chemical factory just like others organization which focus on damage control. The timely crisis awareness and the lesson learned from the previous events still have big room to make efforts. The purpose of this research is to integrate the model of crisis management and to build up a suitable mechanism of crisis management for manufacturers. It is expected that chemical manufacturers can make a properly decision to assess, response, manage and recover while encountering a chemical disaster, so as to maintain and promote the effective capability of crisis management.

參考文獻
壹、中文部分
一、書籍
卜正怋(92)，公共關係-政府公共議題決策管理，台北：揚智文化，初版。
朱延智(2000)，危機處理的理論與實務，台北:幼獅。
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共黨問題研究中心(87)，中國大陸綜覽，修定三版。
安川秋一郎(80)，李邦哲譯，危機管理」台北：中國生產力中心。
佐佐淳行，陳惠莉譯(85)，危機管理，台北，大眾知識叢刊初版。
林吉郎(87)，企業的危機管理：理論、實務與個案分析，桃園：三軍大學講義。
林基源(1999)，決策與人生，台北：遠流，初版。
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奧古斯丁等，吳佩玲譯(2002)，危機管理，哈佛商業評論，天下文化，台北，初版。
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謝勝義(89)，危機管理概論與實務，國防大學教學計畫。
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Hicks Greg，邱天欣譯(92)，危機領導—強化應變執行力的8大領導欣法則，台北，麥格羅希爾，初版。
Michael E. Porter，李明軒 邱如美 合譯(1999)，競爭優勢(下)，天下遠見，初版。
Mitroff I. I., Christine M. Pearson，吳宜蓁、許永絮譯(85)，危機管理診斷手冊，台北：五南。
Lerbinger O,于鳳娟譯(90)，危機管理，台北：五南，初版。
Yin Robert K .著，尚榮安譯(2001)，個案研究(Case Study Research)，台北，弘智文化，初版4。
Coombs W.Timothy，林文益、鄭安鳳(2002)和譯，危機管理與傳播(Ongoing Crisis Communication)，台北：風雲論壇，初版。
二、期刊、論文
王振軒、李炳友(88)，「企業危機管理之研究」，軍事社會科學半年刊，第四期，頁85-101。
朱延智(92)，「危機管理的理論與實踐」， SARS學術研討會，頁1-8。
朱美珍(89)，「企業救災官兵團體輔導成效之研究」，軍事社會科學學刊，第六期，頁51-69。
李炳友(90)，「媒體在企業危機管理之角色」，國防雜誌，第十七卷第五期，頁52-62。
林吉郎(91)，「我國國家安全與危機管理：整合性緊急管理政策與機制」，國防雜誌，第十七卷第九期，頁91。
林碧炤(84)，「論危機處理：美國的研究與經驗在評估」，美歐月刊，第十卷第五期，頁4-39。
洪陸訓、劉慶元(88)，「美軍公共事務初探」，軍事社會科學學刊，第五期，p25-43。
唐隸(85)，「公共事務的發展與做法」，復興崗學報58期，頁170。
陳光華(88)，「企業危安事件之肇因與防制管理」，憲兵學校八八年學術研討會論文集，頁2-16。
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鈕先鍾(75)，「危機與危機管理—理論與實踐」，中華戰略學刊，春季版，頁90-111。
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鄭錫鍇(92)，「後SARS時代中央政府應有之危機應變機制」，國家政策論壇，冬季號，頁35-38。

貳、英文部分
一、書籍
Allison Graham (1971)，Essence of Decision: Explanining the Cuban Missile Crisis, London: Scott, Foresman and Company。
Booth, S.A.(1993)，Crisis management Strategy: Competition and Charge in Modern Enterprises.，London , New York:Routledge。
Brecher, Michael.(1978).Studies in Crisis Behavior.N.J:Transaction Books。
Burt, S.Tackarerry,“ ARMY GROUND RISK-MANAGEMENT PUBLICATION COUNTERMEASURE : It was not all the driver’s fault, “ ( Fort Sill, Oklahoma : US Army Safety Center , 1998)。
Fink, Steven(1986),Crisis Management:Planning for Invitable，American Management Associtation。
Milburn, T.W.1972,” The Management of crisis ,” In C.F. Hermann , ed.”, International Crises . Insight from Behavior Research. ( New York : The Free Press )。
Mitroff, Ian I. and Pearson, C.M(1993) Crisis Management: A Diagnostic Guide for Improving Your Organization’s Crisis Preparedness，San Franciso:Josseybass publisher。
Newsom, D.,Turk, J.,& Kruckeberg,D.(1996)，This is PR: The realities of public relations(6th ed)，Belmont CA:Wadsworth。
Nudell, Mayer & Norman Antokol.(1988)，In case of Emergency : A Handbook for Effective Emergency and Crisis Management，Lexington, MA: Lexington Books。
Pauchant, T.C.,& Robinson,James Weick,K.E(1979)，The social psychology of organizing(2nd ed). Reading , MA: Addison-Wesley。
二、期刊
Billings R.S.,Milburn,Tomas W.and Schaalman, Mary L(june,1980).”A model of Crisis Perception: A Theoretical and Emperical Analysis .”Administrative Science Quarterly,vol.25.,pp300-316.
Burnett, John J.(1998).” A Strategic Approach to Managing Crisis”. Public Relations Review, 24(4):PP475-488。
Coombs, w. T.(1998).’’An Analytic Framework for Crisis Situation : Better Response From a better Understanding of the situation’’ . Journal of Public Relations Research,279-295。
Hermann, C. F.( 1969)” Some Consequences of Crisis Which limit the Viability of Oraanizations.” Administrative Science Quarterly, vol.8, ,pp61-64.
Marieke Kleiboer (1997),”Simulation Methodology for Crisis Management Support” , Journal of Contingencies and Crisis management , vol , No.4 , December，pp198-206。
Marra,Francis J.(1988)，”Crisis Communication Plans: Poor Predictors of Excellent Crisis Public Relations”. Public Relations Review,24(4)：461-474。
Mitroff, Ian I(Winter 1994).,”Crisis Management and Environmentalism : A Natural Fit” California Management Review.p101-113。
Mitroff, Ian I.( 1986.), Teaching Corporate America to Think About Crisis Prevention. The Journal of Business Strategy，pp40-47。
Nunamaker, Jay f. JR., E. Sue ,and Chen Minder, (1989), “Organinizational Crisis Management Systems : Planning for Intelligent Action,” Journal of Management Information Systems，pp7-32。
Pearson ,C.M.,& Mitroff,I.I(1993).” From crisis prone to crisis prepared: A framework for crisis management”. The Executive,7(1),48-59。
Petak William J.（1985）,”Emergency Management ：A Challenge for Public Administration,” Public Administration Review, vol.45（Jan.）,p.3.
Ram’e，John(March ,1987). ” Corporate Crisis：The Aftermath ,”Management Solution，pp18-22。
Reilly, Anne H (Spring,1987) ”:Are Organizations Ready For Crisis？A managerial Scorecard.” Columbia Journal of World Business,.pp79-88。
Shrivastava, Paul, Mitorff, I.I., & Miglani, Anil(July，1988)，”Understanding Industrial Crisis，” Journal of Management Studies，(Vol.25 No4)，p283-303。
Smart, C. F. and Vertinsky, Ilian(1977),’’ Design for crisis Decision Units’’: Administrative Science Quarterly, Vol.22,p642。
Stohl, C.,& Coombs , W. T .(1988). Cooperation or cooptation: An analysis of quality circle training mamuals. Management Communication Quarterly, 2, 63-89。
Williams, D.E., & Olaniran,B.A (1994). “Exxon’s decision – making flaws: the hypervigi;lant response to the valdez grounding” . Public Relation review, 20 (1)，pp5-18。
Wilsenbilt, J.Z.(1989,Spring). “Crisis management Planning among U.S. corporations: empirical evidence and a proposed framework” . SAM Advanced Management Journal 。
Wilson, S.,& Patterson,B(1987).” When the news hit the fan”. Business Marketing, ,pp92-94。