本論文一冊，共計十二萬字左右，內容分為六章十六節。前言。第一章陳果夫的家世 與早年，說明其家世背景，家庭教育與學校教育、革命思想的萌芽、及參與革命活動 的經過。第二章協助黃埔建軍，說明基在上海以經商為名以利掩護革命工作，並且為 軍校採辦軍品及募兵招生的情形。第三章整理黨務恢復黨權，說明其赴奧參與黨務工 作，並改組中央黨部與整理全國黨務的經過。第四章參與中央黨務學校的創辦，說明 其參與創辦的經過。第五章創立中央廣播無線電台，說明其創辦中央廣播電台的經過 ，及其對教育文化的貢獻。結論。

第一章是結論：內分(一)研究動機與目的：(二)研究範圍與方法；(三)研究之資料來 源、價值與限制；(四)專用名辭詮釋等四節。本章意在述本研究之架構與內容大要。 第二章為有關文獻之探討：共計(一)學校建築建造之過程及其特性；(二)學校建築設 計與設傭購置之原則；(三) 美日有關高文職校之學校圖書、視聽和保健設施概況；( 四) 美有關學校照度、噪音響度與溫濕度標準之研究等四節。本章旨為簡介與本研究 有關之美日教育先進國家於高中職校學校建築與設傭之理論與實務概況，並對吾國之 現況作一淺顯探討，進而尋出吾國今後應努力之方向。 第三章是調查研究之設計與實施：內分(一)問卷調查之設計與實施；(二)調查表之設 計與調查實施；(三)訪問調查之設計與實施等三節。本章乃在敘述本研究之問卷、調 查表與訪問等調查之工具設計、樣本選取、研究過程與資料處理。 第四章為調查研究之結果分析與說明：計有(一)問卷調查之結果分析：(二)調查表調 查之結果分析；(三)訪問調查之結果分析等三節。本章係藉分析問卷、調查表與訪問 所得之資料，以了解高市職校師生對其校之學校建築與設傭之看法、各校學校建築與 設傭之實況和其校舍之照度、噪音響度與溫濕度之一般情況。第五章是結論與建議： 計(一)結論；(二)建議二節。本章首先就理論探討與實際調查所得之發現，歸納成數 點結論；再依之提出若干可行之建議。

九年一貫課程的精神為創新教學，目的在透過創新的教學來讓學生養成創新的思維。然而，創新思維的養成不能單靠學校就能達成。學生在家庭的時間佔三分之二，因此家庭與學校必須合作，才能達成教育的目標—即每個學生的成功。 本研究首先分析家長參與的相關文獻，發現目前家長參與的論文是針對家長、學校、或教師做個別的研究，未從三者統合的觀點探討，因此本研究乃從Swap的「家庭—學校夥伴關係模式」（home-school partnership model）出發，期以整合的方式來研究家長參與。 「家庭—學校夥伴關係模式」（home-school partnership model）是指由家長與教育家組成聯盟，以促進優良的學校與學生。此「夥伴關係」（partnership）有特殊的意義，它是包含長期的約定、相互尊重、家庭與教育者廣泛參與各層次的活動，且共享規劃、決策的責任。在夥伴關係模式中，家長參與並非被視為附加物，而被視為學校改革不可或缺的部分。Swap指出發展夥伴關係的四個要素為創造雙向溝通、強調在校與在家的學習、提供支持與共同決策，因此本研究採取質性研究的方式，針對三所學校的家長、教師與行政人員進行深度訪談，並以家庭—學校夥伴關係模式的四要素來分析研究對象，以瞭解此三學校的家長參與情況是否符合家庭—學校夥伴關係模式，最後分別對三所學校的家長參與提出建議。 本文的研究發現，B國小家長參與最接近夥伴關係模式，其次依序為A國小、C國小。A、C國小家長參與的困境主要原因在於觀念未改變，家長視自己為學校的「協助者」，而非「夥伴」，教師則對家長參與仍有疑慮。因此，欲推動家庭—學校夥伴關係模式，則A、C國小應加強內部的溝通，以對家長參與形成共識，再與家長溝通、邀請家長成為教育的夥伴。

本研究目的旨在探討國小校長轉型領導、學校文化取向與學校創新經營關係，並剖析不同背景變項、環境變項在校長轉型領導及學校知識創新行為上的差異情形；分析校長轉型領導與學校創新經營之關係；學校文化取向與學校創新經營之關係；校長轉型領導、學校文化取向對學校創新經營的交互作用關係，以及檢定本研究所假設之模式是否適配。 　　本研究兼採文獻分析法與問卷調查法。根據研究目的、研究問題及文獻探討，編製「國小校長轉型領導、學校文化取向與學校創新經營關係調查問卷」，然後依學校所在地區及學校規模大小，抽取台灣地區63所公私立國民小學1435位教師為對象，調查所任教學校校長轉型領導、學校文化取向與學校創新經營之實況，並探究三者間關係。本研究將校長轉型領導分為親近融合、願景與承諾、激勵共成願景、尊重信任、智識啟發與個別關懷；學校文化取向分為團隊文化、權變文化、市場文化與層級文化，而將學校創新經營分為行政管理、知識分享、外部關係、資訊科技，以及課程教學五個向度。調查結果經由內部一致性分析、因素分析、變異數分析、逐步多元迴歸分析以及線性結構關係分析（LISREL）等統計方法，加以處理分析。 本研究主要發現如下： 一、國小校長最注重之轉型領導層面以「激勵共成願景」最高，其次為「願景與承諾」以及「尊重信任」，而「個別關懷」相對較低。 二、目前學校之文化取向趨向「層級文化」與「團隊文化」；相對的重視外部環境控制之「市場文化」取向為最低。 三、在學校創新經營方面，以「課程與教學」、「資訊科技」與「行政管理」創新經營較高，「教師知識分享」與「外部關係」創新經營較為偏低。 四、國小校長運用轉型領導有助於學校創新經營之實踐；其中轉型領導之「智識啟發」、「激勵共成願景」、「願景與承諾」對整體學校創新經營最具預測效果。 五、在學校文化取向方面，以「團隊文化」與「權變文化」最有助於學校創新經營。 六、轉型領導與學校文化取向同為學校創新經營所需要。若校長轉型領導能同時配合促成有助於創新經營之團隊式、權變式學校文化風格，將更有助於學校朝向各方面創新經營實務。 七、教師所知覺校長有較高學歷、年輕以及在該校年數較長者，校長轉型領導的程度較高。 八、中型規模學校與私立學校校長轉型領導的程度較高。 九、年長、資深、兼任行政職務教師所知覺轉型領導的程度較高。 十、位於院轄市、省轄市之學校，其部分學校創新經營的程度較佳。 最後，本研究並對教育行政機關、校長、學校與未來研究提出提出以下之建議： 一、對教育行政機關之建議： （一）校長職前與在職訓練，宜融入轉型領導相關課程。 （二）應加強校長之專業發展，以塑造良性文化與提昇學校創新績效。 （三）應適度控制學校經濟規模，以利於轉型領導之推動。 （四）應定期訪視與考核學校之創新成效，並獎勵績效卓越之經營團隊，以催化學校創新之動力。 （五）應鼓勵各區域內不同學校結合為創新之夥伴學校，彼此合作交流，營造具分享之創新社群。 二、對校長之建議： （一）應增進校長轉型領導之智識啟發、激勵共成願景與願景與承諾層面，以發揮學校創新經營成效；應展現變革的態度與行政支持，以提高學校創新經營績效。 （二）校長於行政管理與資訊科技創新經營方面，尚需加強轉型領導之親近融合與尊重信任層面。 （三）校長宜多個別關懷年紀較輕、年資較淺，以及未兼任行政職務之教師。 （四）校長應同時使用轉型領導及有利於創新之文化取向，以增加學校創新成效。 （五）校長應展現轉型與變革的態度以及對於行政之支持，以提高學校創新經營績效。 （六）校長應積極在職進修，以提昇專業智能。 三、對學校之建議： （一）學校外部關係創新經營層面，應增進學校動態能耐。 （二）應加強教師知識分享創新，以增進創新之可能。 四、對未來研究之建議： （一）研究對象方面，建議擴大研究群體。 （二）研究方法方面，建議深化研究之脈絡。 （三）研究工具方面，文化取向計分方式調整，並擴充學校創新之向度。 （四）內容方面，建議以知識創新情形為主軸，並將經費之因素納入考量。 / The purpose of this study was to explore the relationships between principal’s transformational leadership and school cultural preference and school innovative management in elementary schools. The difference between principal’s transformational leadership and innovative management of school, principal’s transformational leadership and innovative management of school, school cultural preference and innovative management of school were tested by various demographic variables and environmental variables. Moreover, researcher probed the interaction among them and examined if the assumptive model was appropriate. In the study, principal’s transformational leadership was respectively divided into six dimensions, there were “intimateness and integration” and “vision and commitment” and “visions inspiration” and “respect and trust” and “intellectual stimulation” and “individualized consideration”. School cultural preference, according to Competing value framework, could be divided into four quadrants—clan, adhocracy, market, and hierarchy. Schools’ innovative management were divided into five dimensions, there were “administration and management”, “knowledge sharing”, “exterior relationship”, “information and technology”, and “curriculum and teaching”. The study was proceeding with survey study as well as literature reviews. According to the result of literature review and the purposes and issues of this research, a 6-point Likert-like scale was made for data aggregation. 1435 teachers in 63 public and private elementary schools were surveyed in terms of the school size and location. Finally, 1152 data were collected and used to analyze the status quo of principal’s transformational leadership, school cultural preference and innovative management of school and the relationships among them. The data were analyzed with SPSS Version 10.0 for Windows at the 0.05 level. Statistics methods such as internal consistency, factor analysis, ANOVA, stepwise regression and LISREL were used to data analysis. The findings of this research were listed below: 1. Most of the elementary school’s principal were emphasized on “vision invigoration”, some of them emphasized on “visions and commitment” and “respect and trust”, fewer emphasized on “individualized consideration”. 2. Hierarchy and Clan were the current culture preference of school; Market culture, which took much attention to exterior surroundings, was deserted. 3. On the innovative management of school, “curriculum and teaching” and “information and technology” and “administration and management” were scored higher than “knowledge sharing” and “exterior relationship”. 4. Principal’s transformational leadership induced to the practice of school innovative management; especially the “intellectual stimulation” and “visions invigoration” dimensions were found have higher predictive efficacy than “individualized consideration”. 5. On the school cultural preference, Clan and Adhocracy were more contributive to school innovative management. 6. The appropriateness assumptive model among principal’s transformative leadership, school cultural preference and school innovative management was considered to be fine. 7. Under the consciousness of school teachers, the principals with higher academic background, younger and more experienced did score higher on transformational leadership. 8. The principals who were in middle-sized schools and private schools did score higher on transformational leadership. 9. The schoolteachers who were older, senior, administration experienced were more perceptive to principal’s transformational leadership. 10. The schools which located at Yuan-commanded cities and province- commanded cities scored higher on school innovative management. Based on the findings, several conclusions and recommendations were made for governmental authorities, principals of elementary schools, schools and further researchers.

本研究旨在以師資培育機構與中等學校教育實習機構合作關係作實証性之研究；研究對象包括師資培育機構之教育學程中心主任或實習輔導處(室)主任、實習指導教師、實習學校之行政人員（校長、教務主任、訓導主任、輔導主任、教學組長）、實習輔導教 師、實習教師。研究方法包括問卷調查法及訪問調查法，發出問卷調查有1000份，回收率為68.3%；另外訪談對象有師資培育機構人員二位、高中校長一位暨實習教師二位。 本研究結果顯示：（一）由雙方合作關係現況分析得知：1.全體受試在合作現況的 評定順序依次是：(l)教育實習；(2)設備資源；(3)教師發展。2.師資培育機構與實習學校之合作關係成功的關鍵因素是明確定位雙方權利、義務關係暨雙方具有誠懇的態度。3.「教育合作契約書」內涵實習教師未能了解或者沒有看到。4.實習學校校長對師資培育機構之態度不滿意。5.師資培育機構與實習學校合作關係之內涵認為彼此接觸太少。6.實習指導教師工作繁重，無法落實教育實習輔導制度。（二）由雙方合作關係現況差異性分析得知：1.在合作現況之差異中顯示在「設備資源」項目上中、南、東部實習學校及私立師資培育機構有比較劣勢之表現。2.實習教師對於雙方合作關係持負面反應。（三）由雙方合作關係需求分析得知：1.全體受試在合作需求的評定順序是：(1)教師發展；(2)教育實習；(3)教學課程。2.師資培育機構宜成立重點實習學校發展暨區域性教育輔導中心。3.實習學校掌握「平等與互惠」原則能使雙方合作關係穩定又良好。4.實習輔導教師給予實習輔導教師津貼補助，才能獲得尊重並給予物質上之補貼。（四）由雙方合作關係需求差異性分析得知：1.在個別受試背景之優先需求得知：(1)師資培育機構人員在教育實習、研究發展有較高的需求。(2)實習學校行政人員在教師發展、行政服務的需求較高。(3)實習輔導教師暨實習教師在教師發展、行政服務的需求較高。（五）由調查實習輔導制度所衍生的問題分析得知：1.師資培育課程宜注重班級經營技巧之訓練。2.落實實習輔導制度評量工作。3.實習教師對於師資培育機構舉辦之各項研習活動肯定其功能。4.全職實習教師心態不平衡。5.從個別意見調查中顯示實習教師對雙方合作關係持較負向的觀感。6.從供需差距之認知中發現實習教師、實習輔導教師、實習學校行政人員對於「實習學校訂定獎勵辦法」有共同看法。本研究之成果可瞭解師資培育機構與中等學校教育實習機構合作關係現況暨合作關係需求與其差異性，並提出具體改進建議，以為未來教育界之參考。 / The purpose of the study is to make an empirical survey on the cooperative relationship between teacher training institutions and intern institutions of secondary schools. The respondents of the study include the dean of the center the educational program center, the dean of intem-guide center in the teacher training institution, intern master teachers, administration of intern school institution (inclusive of the principal, the academic dean, the dean of students, the dean of the consultant center, and the executor of educational plans), teacher training institution mentors, and intern teachers. The methods of the study contain both the method of the questionnaire and that of the semi-structured interview, issuing 1,000 copies of the questionnaire. The percentage of the returned questionnaires mounts to 68.3 percentage. Other respondents are two personnel in the teacher training institution, one principal in senior high school, and two intern teachers.The result of the study shows: A. According to the analysis of the appearances between their cooperative relationship: 1. The orders of the appearances about cooperative relationship judges from the entire respondent: (1) internship; (2) facility resources; (3) teachers' development. 2. The keys of successfully cooperative relationship between the teacher training institution and the intern school are based on the definite relationship between their rights and responsibilities as well we their sincere attitudes. 3. Intern teachers cannot understand or don't see the content of the contract about educational cooperation. 4. The principal of the intern school is discontent with the attitude of the teacher training institution. 5. The frequency of their contacts may frustrate the expectation of the content about the cooperative relationship. 6. The intern-guide system cannot work efficiently due to the intern master teachers' overwork. B. According to the analysis of differences between their cooperative relationship: 1. About the differences of the cooperative appearance on "facility resources",Central, Southern, Eastern intern schools, and private teacher training institutions have inferior performances. 2. The intern teachers hold negative attitudes toward the cooperative relationship. C. According to the analysis on the demand of the cooperative relationship: 1. The orders of the cooperative relationship demand from all the respondents: (1)teacher's development; (2) internship; (3) teaching curriculum; (4) administration service. 2. Teacher training institutions should set up key-point intern school and develop regional inter-guide center. 3. Intern school stick to the principle of equality as well as mutual benefits can make their cooperative relationship stable and well. 4. Teacher training institutions should give teacher training institution mentors reasonable allowance so as to own their respects and compensate them on the material. D. According to the analysis on the difference of the cooperative relationship: 1. The individual respondent's superior demand shows:(1) Teacher training institutions have higher demand on internship and study development. (2) Administration of intern school has higher demands on teachers' development and administration service. (3) Teacher training institution mentors and intern teachers have higher demands on teachers' development and administration service. E.According to the analysis of questions derived from the investigation of intern-guide system: 1. Teacher training curriculum should put emphasis on the developing the skills of classroom management. 2. It is important to activate the evaluation system about the intern-guide system. 3. Intern teachers should hold positive viewpoint on the research conferences held by teacher training institutions. 4. Full-time intern teachers' minds are unbalance- able. (or Full-time teacher cannot keep their minds balance.) 5. From the personal opinion, it shows that the intern teachers hold the negative view on cooperative relationship. 6. From the difference on demand ad supply, we realize that intern teachers, intern master teacher and administration mentor of internship have the identical viewpoint on " setting up rewards schemes for schools of internship". Through the investigation and the results of the study, we can understand the cooperative relationship between teacher training institutions and intern institution of secondary school accompanied by their demand and difference on the relationship.In addition, I sincerely hope my study can offer some constructive suggestions for future study.

本研究旨在探討，桃園縣高中職學校行銷制度及現況、學校教育人員對行銷策略認知與運作情形、執行學校行銷之困境。有效樣本數445人，回收率為75.4％，利用問卷調查法，透過統計分析，得出本研究結果如下： 一、桃園縣高中職教育人員，對校行銷單位編制不甚瞭解，且各校大都未設置負責行銷工作之專責單位。 二、推動學校行銷的最理想方式傾向於設置專責之行銷業務單位。 三、推展學校行銷的最主要內容為營造良好的學習環境及教學設施特色。 四、學校行銷主要推廣主要對象為，本校家長會及學生家長級及本縣國民中學成員。 五、學校行銷首要功能在於有利籌募校務發展基金或經費，拓展學生來源並招收到優秀學生，提升學校整體知名度及形象。 六、學校辦理有關行銷活動中，以建置網頁公告訊息與特色，赴各國中演講和宣傳，發行刊物宣傳教學成果與活動最有成效。 七、學校教育人員普遍肯定學校行銷策略的重要性。 八、學校行銷策略層面的重要性認知與實際運作看法之間有明顯的落差，其中以產品策略落差最大。 九、不同背景變項在整體學校行銷策略重要性與學校實際運作認知程度的差異情形。 （一）男性教育人員，對學校行銷策略重要性認知得分顯著大於女性。 （二）對學校整體行銷策略認知重要性與實際運作，參加過行銷研習之教育人員的態度較未參加者積極。 （三）對學校整體行銷策略略認知重要性與實際運作，私立學校得分顯著大於公立學校，顯示私立學校比公立學校重視學校行銷工作。 （四）擔任或曾任行政工作年資「16年以上」的教育人員，對學校行銷策略重要性認知得分顯著高於行政年資「5年以下」、「6-10年」、「11至15年」的教育人員。 （五）教師兼行政工作者，對學校整體行銷策略實際運作，得分上顯著高於擔任「導師」職務的教育人員。 十、執行行銷策略上，遭遇的主要困境為缺乏專責單位的運作機制或專業的行銷人員，行政人員業務繁雜無暇兼顧策劃推動行銷活動，缺乏推展學校行銷之經費。 / The major purpose of this study is to examine the marketing system and current conditions in senior and vocational high schools in Taoyuan County, the importance of the marketing strategies and its actual operation, and the schools’ difficulties in putting the marketing strategies into practice. Testing was conducted with the sampling of 445 subjects, and 75.4％ of the questionnaires were returned. With the questionnaire as the research method, the data were subsequently analyzed with statistical means, and the conclusions were as follows: 1.The education personnel in senior and vocational high schools in Taoyuan County do not understand very well about the organization of the marketing department, so almost every school has not set up a marketing department. 2.To promote a school, the idealist way lies in the tendency to establish a new marketing department. 3.The major content of promoting school marketing is to build a satisfactory learning environment with satisfying teaching facilities. 4.The major targets of school promotion and marketing are: parents and parents association, and all of the junior high school students in Taoyuan County. 5.The major functions of the school marketing are to help raise school funds, to increase the source of new members of the students, to recruit outstanding students in this county, and to promote the image and the satisfaction regarding the school identification. 6.The most effective items in the schools’ marketing activities are establishing a school website as a communication platform, giving a promotion address in junior high schools, and issuing a publication to promote effective teaching activities. 7.The education personnel generally understand and recognize the importance of the school marketing strategies. 8.There is a distinct difference between the understanding of the importance of the school marketing strategies and the actual operation, especially in “product strategy.” 9.Different backgrounds create differences in understanding the importance of the overall school marketing strategies and in the actual operation. (1)The scores of the male education personnel are higher than those of the female education personnel in understanding the importance of school marketing strategy. / (2)Concerning the overall school marketing strategy and the actual operation, the education administers who have participated in marketing seminars are more positive than those who haven’t. (3)Concerning the overall school marketing strategy and the actual operation, the scores of the private schools are significantly higher than those of the public schools, showing private schools put more emphasis on school marketing than public schools. (4)In understanding the importance of school marketing, the senior education personnel with “more than 16 years’ history” of having participated in the administration department obtain higher scores than those having participated in the administration department but with the history of “less than 5 years”, “more than 6 years but less than 10 years”, and “more than 11 years but less than 15 years”. (5)Concerning the overall school marketing strategy and the actual operation, the teachers working as administrators at the same time obtain obviously higher scores than the ones working as homeroom teachers. 10.The major difficulties in executing the marketing strategies are : “the schools lack professional marketing department or marketing personnel to take charge of the marketing affairs,” “teachers working in the administration department are occupied with their own school business and don’t have enough time to participate in promoting the school marketing activities,” and “the schools lack the budget to promote school marketing.” Keywords: senior and vocational high schools, marketing, school marketing, school marketing strategy

本研究主要目的在於臺北縣升格為準直轄市的背景下探討：(1) 分析臺北縣高中職實施公辦民營之內部、外部效益；(2)評估臺北縣公立高中職公辦民營之可行性；(3) 評估臺北縣公立高中職公辦民營之可行模式；(4) 建構臺北縣公立高中職公辦民營的推動策略;(5)探討民間參與學校公辦民營的動機；(6)分析臺北縣推動公立高中職公辦民營可行區域。希望政府藉由積極結合民間資源共同辦理公共事務，以公辦民營的手段，將民間的管理專業觀念、做法及資金，正面影響學校行政結構、學校經營模式，達成最佳的學校經營成效。 本研究法採文獻分析法、模糊德菲術，針對學校公辦民營的理論、模式、政策與實施四種向度進行探究。研究結果歸納如下： 1.臺北縣實施公立高中職公辦民營之效益為藉由鼓勵民間共同參與辦學，降低財政負擔，以及增加學校多角化經營空間，提供家長多樣化的教育選擇機會。 2.經營型態以特許學校、契約政體模式最為可行。 3.臺北縣於高中職實施的選擇上，以職業學校為優先。 4.臺北縣公辦民營學校之經費來源、財務審計規範、課程與教學、人事運作等應該擁有自主權。 5.臺北縣行政機關應加速研擬公立高中職公辦民營專屬法規。 6.臺北縣政府應建立相關的監督及輔導評鑑的制度，評鑑部分需含自我評鑑及行政機關評鑑，並將評鑑結果公佈。 7.臺北縣新莊市擁有推動公立高中職教育公辦民營的先行試辦優勢。 / On the background of the Taipei County elevating status to “Quasi-Direct-controlled municipality”, the purposes of the research are as follows: (1)Analyzing the internal and external efficiencies when putting private management of public high schools system into practice in Taipei County. (2) Evaluating the feasibility of putting private management of public schools into practice. (3) Evaluating the available models of private management of public high schools in Taipei County. (4)Constructing the strategies of putting private management of public high schools in Taipei County. (5)Inspecting the motors of private associations getting themselves into private management of public high schools in Taipei County.(6)analyzing the feasible regions of Taipei County when putting private management of public high schools system into practice. The government should positively guides private resources into the public affairs, hoping that the civil management concept, business administration conduct, and bankroll can positively affect the public school administrative structure and help the school achieve the best accountability. The research, by adopting methods of documentary analysis, and Fuzzy Delphi, probes into the four dimensions of theory, models, policy, and implementation of private management of public schools. The main conclusions are as follows： 1.The advantages of putting private management of public high schools system into practice were to combine private organizations to decrease government’s financial burden, as well as increasing diverse management space and providing parents various opportunities of educational choices. 2.“Charter school model” and “contract management model” are of the highest feasibility in terms of the implementation of private management of public school in elementary school level in Taipei County. 3.Priority over private management of public school option is new established schools. 4.Private management of public elementary school in Taipei County should possess decision-making power in some aspects including budget source, financial regulation, curriculum and teaching, personnel system . 5.The Taipei county government should accelerate to enact special laws about private management of public school. 6.the Taipei County government should establish relevant systems of control, management, guidance and evaluation. Evaluation system should include Self-Evaluation and Administration- Evaluation, and open the results to the public. 7.The Sinjhuang City of Taipei County has the best potential strengths of putting private management of public high schools system into practice

University of Macau / Faculty of Education

University of Macau / Faculty of Education

University of Macau / Faculty of Education