This paper develops a customer‐oriented service model for the public sector. Although customer‐oriented service models have become popular since 1980, most studies have been restricted to the private sector. In addition, they have emphasised the management of service operations rather than system design. This paper proposes a customer‐oriented service‐enhancement system (COSES) for the public sector. The model employs two dimensions: design and management of a customer‐oriented service system; and the fostering of organizational service culture. In this COSES model, the best practices of public agencies are empirically examined with respect to: the types of customer‐oriented service activities that can be developed; and how they can be developed.
This paper proposes a customer-oriented model for organizational change in the public service. Four significant performance gaps have previously been identified in the customer-oriented service system of a public agency. How to bridge these performance gaps to enhance service quality in the public services becomes an important issue. The present paper develops an organizational change model for this purpose. The model involves three phases -evaluation, re-evaluation, and action (ERA). The model is described and an empirical case study is reported to demonstrate how the ERA change model can be implemented. The results show that the ERA model is able to facilitate the change process. Compared with other change models, the ERA model provides a more detailed picture of how the micro-processes of change work in an organization.
The objective of this study is to develop an operational model for analysing public policy based on the typology of stakeholders. This typology, which categorised stakeholders into seven types on the basis of three stakeholder attributes (power, legitimacy and urgency), provided a useful conceptual definition and categorisation of stakeholders, but it failed to provide a practical framework for subsequent development of public policy, especially in the context of conflicts between various types of stakeholders. The present study therefore utilised the conceptual typology to develop a practical analytical operational model for the development of public policy in the context of potential stakeholder conflict. The operational model involved two stages and two layers in developing a procedure for analysing stakeholder conflict. A five-level evaluation system was developed to specify the level of intensity of stakeholder conflict. To demonstrate how the proposed model works, the paper presented an empirical case study of the construction of Taiwan's No. 5 National Highway.
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