Evolution of IT has resulted in fundamental changes in society, changes that have affected the IT consultant industry and introduced challenges in how IT consultant organizations should adapt to a new, turbulent market. In order to investigate these challenges this study set out to understand the organizational identity of IT consultant organizations, aiming to address the following research question: How do IT consultant organizations manage and adapt their organizational identity? To answer this question a qualitative single case study has been conducted using Whittington’s integrated framework for strategy-as-practice as a theoretical framework. The results show that the case organization of this study manages and adapts their organizational identity by adjusting its work procedures to the new market as well as their role in the relationship with customers. The results also indicate that the case organization manages and adapts their organizational identity by balancing the identity established by headquarter and the identity set by themselves in regard to their local context. These results demonstrate the possibilities of multiple organizational identities within an organization.

O estudo introduz o planejamento estratégico e o uso de avaliação de desempenho por meio de indicadores para a melhoria dos processos de serviços em uma clínica de Fisioterapia, com a proposta de sistematização de um modelo estruturado a partir do MEIO – Modelo de Estratégia, Indicadores e Operações proposto por Müller (2014), em dois dos seus três alicerces: planejamento estratégico e avaliação de desempenho. O terceiro elemento do modelo MEIO é gerenciamento por processos, que foi minimamente utilizado para apoiar o uso de indicadores no estudo. O estudo foi aplicado em duas etapas, sendo: Etapa 1 - Planejamento Estratégico, organizado em 4 fases e Etapa 2 – Indicadores de avaliação do desempenho, estruturado em 6 fases. Os resultados da sistematização do planejamento estratégico permitiu à empresa o desenvolvimento de uma identidade organizacional com definição de missão, visão, valores e visão de futuro, além do envolvimento de todos os colaboradores na construção de objetivos estratégicos capazes de nortear a proposta da etapa 2, em que os indicadores de avaliação do desempenho foram estruturados em três perspectivas, sendo (i) gerencial, (ii) assistência da Fisioterapia e (iii) colaboradores. É possível concluir que esta estruturação foi aderente às características e necessidades da empresa estudada e que o modelo MEIO pode ser aplicado em pequenas empresas de serviços de saúde, no caso a clínica de Fisioterapia, uma vez que sua aplicação é detalhada e de fácil compreensão. / The study introduces the strategic planning and the use of performance evaluation through indicators for the improvement of service processes in a physiotherapy clinic, with the proposal of systematization of a structured model from the MIDDLE - Model Strategy and Indicators operations proposed by Müller (2014), in two of its three pillars: strategic planning and performance evaluation. The third element of the MID model is management by processes, which was minimally used to support the use of indicators in the study. The study was applied in two stages, as follows: Step 1 - Strategic Planning, organized in four phases and Step 2 - Performance Evaluation indicators, divided into 6 stages. The results of the systematization of strategic planning enabled the company to develop an organizational identity with defining mission, vision, values and vision, plus the involvement of all employees in building strategic objectives able to guide the proposal from step 2, where performance measurement indicators have been structured into three perspectives, namely (i) management, (ii) assistance of physical therapy and (iii) employees. It was concluded that this arrangement was adhering to the characteristics and needs of the company studied and that the MID model can be applied in small business health care, if the physiotherapy clinic, once your application is detailed and easy to understand.

The thesis studies the execution of the protection of taxpayer rights by local tax bureaus. By having Ming-shen Wang¡¦s The Integrated Framework for Public Affairs Management (2006) as theory basis, the key issue about safeguarding taxpayer rights is analyzed. This thesis applies V.C.S. Strategic Triangle introduced by Mark H. Moore (1995) to define three dimensions, namely, value, capacity, and support, and takes the public service values of tax officials into consideration. This thesis has conducted in-depth interviews and retrieved 367 pieces of valid questionnaires from local tax officials in southern and northern Taiwan. The thesis discovers that the public service values of tax officials incline to proficiency, responsibility, and fairness, emphasizing more on work performance than democratic administration. Most of the tax officials agree on the conceptions of value, capacity, and support of safeguarding taxpayer rights, and those conceptions are not affected by different public service values. On the conception of value, tax officials believe that substantive taxation adhering to fairness and justice can truly safeguard taxpayer rights. Tax officials at basic level believe safeguarding taxpayer rights will affect work efficiency and tax income. Considering the aspect of capability, tax officials think that they have sufficient competence and attitude to ensure taxpayer rights. They attribute the difficulties in practice to the deficient tax system. Safeguarding taxpayer right will increase workload, and moreover, the efforts are not sufficiently reflected in annual performance assessment scores. On the aspect of support, tax officials agree on protecting tax payer rights but require more understanding in its content, and they feel the public do not see the efforts of tax administrations to safeguard their rights. This thesis makes four suggestions: first, tax officials shall modify their concepts of public service values; second, administrations shall train the officials to help taxpayers with empathy; third, performance assessment shall be conducted with Balanced Scorecard and V.C.S. Strategic Triangle; fourth, tax reform shall be continued, in order to fulfill fairness and justice in taxation.

After the opening and reform in 1978, Mainland China has undergone economic development for 30 years and is currently the fourth largest economic body in the world. Taiwan, on the other hand, has not been able to response actively and began industrial distribution when faced with the impact of the rise of China. Taiwan adopted a closed-door policy that caused the migration of industries and resulted in hollowing-out and marginalization. This phenomenon is particularly serious in Kaohsiung that is dominated by traditional industry that caused steady high unemployment rates. After the new government took office, the interactions between the straits became frequent, and that created a valuable development opportunity for Kaohsiung. This study takes the integrated framework for public affairs management to analyze the difficulties encountered in the development of Kaohsiung. With ¡§Strategy of Cross-Strait Harbor City Cooperation to Promote Talent Development in Kaohsiung in Response to Direct Flight ¡¨ as the research topic, this study utilizes interactive management (IM) to conduct rational debates from various perspectives. After two discussions, 12 strategies were concluded and their implementation order has been conducted through interpretative structural mode (ISM). The strategies are as follows: The Kaohsiung City Government shall: 1. Establish the ¡§Mainland China Affairs Office¡¨ to be responsible for talents in China to study or work in Taiwan; 2. Amend or establish relevant laws and regulations on the cross-strait exchange; 3. Consolidate the investment of private business to improve the performance of school in order to cultivate local talents through school performance while recruiting talents from China; 4. Lift laws and regulations to utilize public manpower and organization flexibly; The schools shall: 5. Establish departments and research projects regarding harbor city development; 6. Recruit internationally renowned scholars to conduct short-term courses in higher education; 7. Organize relevant workshops for teachers to understand the background and policy of cultural exchange across the straits; The government and the private sector may: 8. Establish a certification mechanism to recognize degrees across the straits; 9. Plan and establish a perfect science park; 10. Include professionals from China into the scope of the current foreign workers for special professions or technical assignments; 11. Provide attractive incentives to attract professionals and students from China to Kaohsiung; To accomplish the goal: 12. Provide attractive incentives to attract business to establish operational headquarters in Kaohsiung in order to promote the development of Kaohsiung. This study also examines 1. The view on establishing offices in Kaohsiung and the major cities in China such as Shanghai, Beijing, Guangzhou, etc. to reinforce the marketing of cities and conduct cross-strait harbor city cooperation; 2. How the Kaohsiung City Government attracts tourists from China; and 3. How the Kaohsiung City Government shall prepare to respond to the opening of the cross-strait relations. Through expert interviews, this study aims to provide substantial and feasible strategic recommendations.

O estudo introduz o planejamento estratégico e o uso de avaliação de desempenho por meio de indicadores para a melhoria dos processos de serviços em uma clínica de Fisioterapia, com a proposta de sistematização de um modelo estruturado a partir do MEIO – Modelo de Estratégia, Indicadores e Operações proposto por Müller (2014), em dois dos seus três alicerces: planejamento estratégico e avaliação de desempenho. O terceiro elemento do modelo MEIO é gerenciamento por processos, que foi minimamente utilizado para apoiar o uso de indicadores no estudo. O estudo foi aplicado em duas etapas, sendo: Etapa 1 - Planejamento Estratégico, organizado em 4 fases e Etapa 2 – Indicadores de avaliação do desempenho, estruturado em 6 fases. Os resultados da sistematização do planejamento estratégico permitiu à empresa o desenvolvimento de uma identidade organizacional com definição de missão, visão, valores e visão de futuro, além do envolvimento de todos os colaboradores na construção de objetivos estratégicos capazes de nortear a proposta da etapa 2, em que os indicadores de avaliação do desempenho foram estruturados em três perspectivas, sendo (i) gerencial, (ii) assistência da Fisioterapia e (iii) colaboradores. É possível concluir que esta estruturação foi aderente às características e necessidades da empresa estudada e que o modelo MEIO pode ser aplicado em pequenas empresas de serviços de saúde, no caso a clínica de Fisioterapia, uma vez que sua aplicação é detalhada e de fácil compreensão. / The study introduces the strategic planning and the use of performance evaluation through indicators for the improvement of service processes in a physiotherapy clinic, with the proposal of systematization of a structured model from the MIDDLE - Model Strategy and Indicators operations proposed by Müller (2014), in two of its three pillars: strategic planning and performance evaluation. The third element of the MID model is management by processes, which was minimally used to support the use of indicators in the study. The study was applied in two stages, as follows: Step 1 - Strategic Planning, organized in four phases and Step 2 - Performance Evaluation indicators, divided into 6 stages. The results of the systematization of strategic planning enabled the company to develop an organizational identity with defining mission, vision, values and vision, plus the involvement of all employees in building strategic objectives able to guide the proposal from step 2, where performance measurement indicators have been structured into three perspectives, namely (i) management, (ii) assistance of physical therapy and (iii) employees. It was concluded that this arrangement was adhering to the characteristics and needs of the company studied and that the MID model can be applied in small business health care, if the physiotherapy clinic, once your application is detailed and easy to understand.

O estudo introduz o planejamento estratégico e o uso de avaliação de desempenho por meio de indicadores para a melhoria dos processos de serviços em uma clínica de Fisioterapia, com a proposta de sistematização de um modelo estruturado a partir do MEIO – Modelo de Estratégia, Indicadores e Operações proposto por Müller (2014), em dois dos seus três alicerces: planejamento estratégico e avaliação de desempenho. O terceiro elemento do modelo MEIO é gerenciamento por processos, que foi minimamente utilizado para apoiar o uso de indicadores no estudo. O estudo foi aplicado em duas etapas, sendo: Etapa 1 - Planejamento Estratégico, organizado em 4 fases e Etapa 2 – Indicadores de avaliação do desempenho, estruturado em 6 fases. Os resultados da sistematização do planejamento estratégico permitiu à empresa o desenvolvimento de uma identidade organizacional com definição de missão, visão, valores e visão de futuro, além do envolvimento de todos os colaboradores na construção de objetivos estratégicos capazes de nortear a proposta da etapa 2, em que os indicadores de avaliação do desempenho foram estruturados em três perspectivas, sendo (i) gerencial, (ii) assistência da Fisioterapia e (iii) colaboradores. É possível concluir que esta estruturação foi aderente às características e necessidades da empresa estudada e que o modelo MEIO pode ser aplicado em pequenas empresas de serviços de saúde, no caso a clínica de Fisioterapia, uma vez que sua aplicação é detalhada e de fácil compreensão. / The study introduces the strategic planning and the use of performance evaluation through indicators for the improvement of service processes in a physiotherapy clinic, with the proposal of systematization of a structured model from the MIDDLE - Model Strategy and Indicators operations proposed by Müller (2014), in two of its three pillars: strategic planning and performance evaluation. The third element of the MID model is management by processes, which was minimally used to support the use of indicators in the study. The study was applied in two stages, as follows: Step 1 - Strategic Planning, organized in four phases and Step 2 - Performance Evaluation indicators, divided into 6 stages. The results of the systematization of strategic planning enabled the company to develop an organizational identity with defining mission, vision, values and vision, plus the involvement of all employees in building strategic objectives able to guide the proposal from step 2, where performance measurement indicators have been structured into three perspectives, namely (i) management, (ii) assistance of physical therapy and (iii) employees. It was concluded that this arrangement was adhering to the characteristics and needs of the company studied and that the MID model can be applied in small business health care, if the physiotherapy clinic, once your application is detailed and easy to understand.

With the aim to reduce the effects of anthropocentric climate change and achieve a more sustainable future, promotion of sustainable individual behaviour is just as essential as driving political and economic change. As social media are experiencing growth in popularity, online communities in which influencers act as opinion leaders are a promising tool to influence behaviour. The objective of this paper was to examine the role of individuals’ pre-existing value structures and the effectiveness of encouraging pro-environmental behaviour amongst the millennial generation on Instagram. The study design is based on the extended version of goal-frame theory, The Integrated Framework for Encouraging Pro-environmental Behaviour.An experiment survey has been developed to measure current pro-environmental behaviour, value structure and goal-frame, test preferred Instagram posts, and measure intentions to act pro-environmentally in the future. Survey respondents were randomly assigned to a control group, which was not shown any Instagram posts. The experiment tested whether the provision of Instagram posts, which are framed in line with one’s goal-frame, creates a more effective message subsequently leading to an increase in future intentions to act pro-environmentally. The results of the analyses indicated that framing of an Instagram post based on pre-existing goal-frames does create a more effective message but does not lead to an increase in future intentions to act pro-environmentally. The differences in intentions to start acting pro-environmentally were not significantly different between the experiment and control group.Further analysis revealed that the strongest predictor to increase intentions to act in line with the environment is a combination of high accessibility to a normative goal-frame (biospheric and altruistic values), low accessibility to a gain goal-frame (egoistic values) and university education. Additionally, it was detected that females are more likely to engage in pro-environmental behaviour, to have higher intentions to adjust their lifestyle as well as accessibility to a normative goal-frame. Implications of this study can be applied to future research as well as help organizations and governments to develop more targeted sustainable consumption campaign and policies.

No description available.

The crucial point for winning the presidential election of Taiwan comes mostly from the trends of ¡§ Cross-Strait Policies¡¨ for each candidate takes. After Ma was elected as president of Taiwan, the rapid warming relations between cross strait make some local Governments to be caught unawareness. Being Compared with local government of northern Taiwan to be filled with resources from central government, local government in southern Taiwan facing with difficult situation. In this way, the major purpose of this thesis is on developing useful and feasible policies directions under the situation of three direct links. The thesis comes with the research method called ¡§Interactive Management¡¨. After two days of intensively meeting, the experts come out with implementing policies goals as below: (1)Reset the goal for Kaohsiung¡¦s development then building the brand and image for Kaohsiung city.(2) Clarify the future tourism direction of Kaohsiung city.(3)Develop cultural, art and creative industries of Kaohsiung city. (4)The positive and active attitudes for Kaohsiung city government to solve problems and enforce the policy propaganda.(5)Scheme the second period of sixth Container Terminal of Kaohsiung Harbor.(6)Build the southern international airport to integrate the other four airports.(7)The mass media to balance the reports toward Mainland China and educate Taiwan people to regard mainlanders in a perspective way.(8)Redraw the free trade zone and lift the related laws and decrees to accelerate the flows between human resources, cargos and funds.(9)Enforce the international Convention and Exhibition certifications and expand the human resources base of tour guides tour leaders. And most important of all: (10)Let more people to participate the discussions of public affairs by purposely and frequently forums involving programs. Another major purpose is to discuss how the central Government coordinative unit,¡¨ Executive Yuan Southern United Service Center, EYSC¡¨ to elaborate Kaohsiung city Government to cope with cross-strait affairs. This research based on the designed questionary with government officials from EYSC and kaohsiung city government. The experts sum up with the conclusions in the dimensions below :(1)Reduce the height between central and local government. (2)Redevelop the function of coordination. (3)Give direct help from EYSC to kaohsiung city government (including policy communications and coordination, the future policy implements, cross strait interactions and cooperation).

The Community Policing should not take only the policing viewpoint into consideration, but be carried out by taking the community as the core network functioning conformity. Strategic formulation of Community Policing cannot be self-lauded as police professionalism, but be understood in the context of solving policing problems connected with other topics that depend on widespread opinion consultation, research questionnaires and public verification. Community Policing is precisely what police and people share in mutual governance; it is a witnessing of public affairs participation that carries out democracy at the grassroots level. However, its foundation is established on effective communication, mutual understanding and confidence between the police and citizens. It also depends on environmental social capital to develop gradually. Therefore, it is the key to learn how to respect and yet contain different societies and individuals with cognition of their roles in such societies. Accordingly, we can try to seek collective mutual recognition. This research puts emphasis on the operation pattern of the ¡§partnership spirit¡¨ and the ¡§network governance¡¨ from the ¡§acts as circumstances permit¡¨ characteristic of Community Policing. In addition, it discusses the problem of lack of people-participation in Community Policing in the Penghu area by literature discussion (including area background material analysis), expert interview, interactive management (IM), questionnaire survey of society judgment theory (SJT), cross-territory analysis and so on. Through question analysis and interactive conference, 12 items of the first plan and enhancement drawings are obtained. It belongs to the fourth level according to the IM success rank, i.e. it can discover a suitable plan that promotes the participation of the populace, and thus can be recommended to the policing governance and relevant administration agencies. This research takes Penghu as the background and the IM as the interface. The community populace and the performers of Community Policing network (including government institution, private enterprise and Non-governmental organizations) are the main participants. Then, the collective consensus containing multi-dimensional individual cognition was delivered. Furthermore, the endorsement of the local policing decision-making group was investigated through the V-C-S strategic triangle analysis and the SJT questionnaire. Overall, the twelve plans of top priority can be categorized into three essential strategies: ¡§strengthen the policing management to respond to the populace¡¨, ¡§enhance community empowerment to form a policing network¡¨ and ¡§specialization community policing¡¨, separately presenting the viewpoint of three main participants: the experts, the populace, and the basic unit police. Moreover, ¡§specialization of Community Policing¡¨ was considered to be the top priority. However, taking the above essential strategies as the judgment cues to perform the SJT questionnaire to the local policing decision-making group demonstrates that the policing decision-making commanding officer most take seriously the notion of ¡§strengthen the policing management to respond to the populace¡¨, but the ground-roots staff most take seriously the ¡§enhance community empowerment to form policing network¡¨ strategy. Through the investigation, the IM model is proven to be effective in enhancing public participation in Community Policing affairs and reaching a consensus; through SJT questionnaires, the local policing decision-making group gave high approval to the key strategies from interactive deliberation. The result of the survey also shows that people in different positions could have various considerations and judgments. Thus, this research suggests that enforcement authorities can actualize their policies by adopting IM and reach consensus through public participation and mutual understanding.