隨著公部門電子化風潮的興起，公部門之管理階層必須以策略規劃的觀點，透過規劃的過程，使公部門在電子化發展過程中思考全新的網路服務與組織架構，達到最佳便民服務。由於公部門在運用策略規劃發展資訊系統專案的過程中，規劃面和執行面上所產生的各種策略議題會涉及到各方利益關係人。因此，本研究以高雄市政府地政處所推動之「台灣ｅ網通」資訊系統為個案研究對象。採用Bryson(2004)提出的策略規劃過程理論及利益關係人分析技巧，分析出各利益關係人之間互動所產生的策略議題，並根據這些議題找出及評估有效的策略方案，作為未來推動公部門電子化之動態策略規劃的參考。
研究結果發現：在「台灣ｅ網通個案」系統發展策略規劃期間，最主要被關注的共同議題有7項，包括：符合法令規範、便民、評估系統建置與維護的穩定度、整合各機關之系統，擴大服務範圍、系統的行銷推廣、加強系統使用上的安全性、提昇系統功能的多樣化。根據這些共同關注的議題，辨識可行且具吸引力的策略方案。最後，本研究以利益關係人對議題的支持程度為基準，透過方案的吸引力高低發現其大致可以歸納為4種表現型態，分別為：(1)議題具高度支持，方案具高度吸引力。(2)議題具高度支持，方案吸引力分散。(3)議題具分散支持，方案具高度吸引力。(4)議題具分散支持，方案吸引力分散。
本研究的貢獻在透過利益關係人分析技巧，辨識公部門在推動電子化之策略規劃發展期間，各利益關係人之間互動所產生的策略議題，並將議題分類整理，找出共同關注的議題。透過對議題的支持程度及方案的吸引力，整理出4種表現型態，並依據特性不同而有不同的考量，作為利益關係人之間動態合作可遵循的指引，有助於降低公部門在追求電子化過程中的策略規劃發展阻礙。

With the emergence of information technology (IT), e-government is becoming a new trend in public organization. In order to face the challenge in the dynamic change environment, the managers development the strategic plans of information systems in public organization. Thus, strategic planning plays a significant role in the electronic processes. Furthermore, strategic planning in public organization will involves in many stakeholders. In light of this, the present study use Bryson’s theory, the process of strategic planning, and stakeholder analysis method to analyze the special case of Taiwan e-land Net—Department of Land Kaohsiung City Government to: (1)identify the strategic issues of interaction between stakeholders (2)find the policy of key issues and (3)figure out the strategic planning of information systegm development in public organization.
According to this case study, we can find that the top seven key issues of strategic planning in our research case: (1)compliance with laws and regulations; (2)offer greater convenience to the citizen; (3)evaluate the stability of system build and maintain; (4)integration of the various systems, and expands the range of service; (5) Marketing and promotion of system; (6)strengthen the system's security; (7)enhance the diversification of system functions. According to these key issues, we can identify the feasible and attractive policies. Finally, the present study find the performance of four kinds of patterns, which based on the degree of support for key issues and the attractiveness of policies. The four patterns are: (1)issues have high degree of support, and policies have high attractiveness (2)issues have high degree of support, and the attractiveness of policies are dispersion (3)the degree of support for issues are dispersion, and policies have high attractiveness (4)the degree of support for issues are dispersion, and the attractiveness of policies are dispersion, too. 
In practical terms, this study show that use the techniques of stakeholder analysis, we could identify and classify the strategic issues of interaction between stakeholders, and then find the key issues. During the strategic planning,    stakeholders have different concerns, because the characteristics of four patterns, that we found based on the degree of support for key issues and the attractiveness of policies, are different. Finally, it can be the e-government guideline of stakeholders’ dynamic cooperation in the future and benefit public organization from reduce the   development hindrance of strategic planning in electronic processes.

目錄
壹.	緒論	1
一、	研究背景與動機	1
二、	研究問題與目的	4
貳.	文獻探討	5
一、	策略規劃	5
（一）	策略規劃定義與相關研究	5
（二）	策略規劃過程模型理論	8
二、	利益關係人理論	14
參.	研究方法	19
一、	訪談問項	19
二、	利益關係人分析	21
（一）	利益關係人-議題關係圖	21
（二）	策略議題-利益關係人對應圖	22
（三）	利益關係人支持者與反對者方格	22
（四）	提議方案吸引力與執行能力方格	23
三、	樣本描述與抽樣	24
四、	訪談基本資料及程序	26
五、	信、效度衡量	28
肆.	資料分析與探討	29
一、	資料分析	29
（一）	個別利益關係人-議題關係圖	29
（二）	各群體利益關係人-議題關係圖	42
（三）	策略議題-利益關係人對應圖	50
（四）	提議方案吸引力與執行能力方格	57
伍.	結論	71
一、	研究結論	71
二、	研究貢獻與建議	73
三、	研究限制	74
參考文獻	79
附錄Ａ	83

圖目錄
圖 1、策略變化週期(Strategy Change Cycle)	13
圖 2、政府典型的利益關係人圖	16
圖 3、利用利益關係人分析技巧來滿足策略管理目標和功能	18
圖 4、利益關係人-議題關係圖	21
圖 5、策略議題-利益關係人對應圖	22
圖 6、利益關係人支持者與反對者方格	23
圖 7、提議方案吸引力與執行能力方格	23
圖 8、台灣e網通發展歷史概況	25
圖 9、本研究之訪談程序設計	26
圖 10、利益關係人-議題關係圖：高雄市地政處	29
圖 11、利益關係人-議題關係圖：中華電信	31
圖 12、利益關係人-議題關係圖：外部系統使用者	32
圖 13、利益關係人-議題關係圖：高雄縣地政處	33
圖 14、利益關係人-議題關係圖：台南市地政處	34
圖 15、利益關係人-議題關係圖：新竹市地政局	35
圖 16、利益關係人-議題關係圖：嘉義市地政處	36
圖 17、利益關係人-議題關係圖：嘉義縣地政處	37
圖 18、利益關係人-議題關係圖：高雄市都發局	38
圖 19、利益關係人-議題關係圖：高雄市工務局	39
圖 20、利益關係人-議題關係圖：新興地政事務所	40
圖 21、利益關係人-議題關係圖：楠梓地政事務所	41
圖 22、利益關係人-議題關係圖：金門縣地政局	42
圖 23、利益關係人-議題關係圖：主導者	43
圖 24、利益關係人-議題關係圖：參與者	46
圖 25、利益關係人-議題關係圖：協助者	47
圖 26、相互共同關注議題	48
圖 27、行銷推廣-利益關係人對應圖	51
圖 28、系統安全性-利益關係人對應圖	52
圖 29、系統功能多樣化-利益關係人對應圖	53
圖 30、系統建置與維護穩定度-利益關係人對應圖	54
圖 31、符合法令-利益關係人對應圖	55
圖 32、便民-利益關係人對應圖	56
圖 33、整合各機關之系統-利益關係人對應圖	57
圖 34、各機關資料數位化方案吸引力與執行能力方格	58
圖 35、合作發展契約規範方案吸引力與執行能力方格	59
圖 36、各機關單位所訂之規範方案吸引力與執行能力方格	60
圖 37、中央法規訂定方案吸引力與執行能力方格	60
圖 38、單一窗口資訊檢索服務方案吸引力與執行能力方格	61
圖 39、多樣化創新服務方案吸引力與執行能力方格	62
圖 40、系統使用說明會方案吸引力與執行能力方格	63
圖 41、成果發表會方案吸引力與執行能力方格	63
圖 42、行銷策略研討會方案吸引力與執行能力方格	64
圖 43、資通安全防護方案吸引力與執行能力方格	65
圖 44、硬體防護方案吸引力與執行能力方格	65
圖 45、軟體防護方案吸引力與執行能力方格	66
圖 46、工作會議討論方案吸引力與執行能力方格	67
圖 47、開發廠商配合方案吸引力與執行能力方格	67
圖 48、結合新科技方案吸引力與執行能力方格	68
圖 49、軟體品質維護方案吸引力與執行能力方格	69
圖 50、即時異動更正方案吸引力與執行能力方格	69
圖 51、上網公告故障事項方案吸引力與執行能力方格	70
圖 52、策略議題整理	71
圖 53、議題具高度支持，方案具高度吸引力	76
圖 54、議題具高度支持，方案吸引力分散	77
圖 55、議題具分散支持，方案具高度吸引力	78
圖 56、議題具分散支持，方案吸引力分散	78

表目錄
表 1、策略規劃定義	5
表 2、以Bryson(2004)策略規劃過程模型理論為基礎的文獻整理	8
表 3、利益關係人分析方法文獻整理	14
表 4、訪談階段對應之問卷工作表	19
表 5、本研究受訪者	26
表 6、詳細受訪紀錄	27
表 7、議題所屬之提議方案考量	70

參考文獻
中文部份：
	林進田，抽樣調查－理論與應用。台北：華泰，1993
	洪智源，電子化政府發展之利益關係人分析－以台灣e網通為例，淡江大學資訊管理研究所碩士論文，2008。
	陳川正，非營利組織的「認同」管理─以基督教的「細胞小組模式」等教會為例，國立政治大學企業管理學系博士論文，2000。
	黃朝盟，公共組織策略規劃之研究－理論、執行與評估，韋伯文化，2005
	黃朝盟，電子化政府對於公務機關的影響評估，國政評論，2006年。
	鄭榮郞，亞洲航空策略規劃共識營個案探討，商管科技季刊，第二卷，第一期，p.109-121，2001。
	歐進士、歐耿作，非營利組織策略規劃之探討，主計月刊，第569期，台北：行政院主計處，2003。
	簡守邦，社會科學研究的理論與方法，台北：韋伯，2002
	羅紹麟、童秋霞，自然資源經營之利害關係人分析－以林務局主管人員之意見為例，林業研究季刊，第二十二卷第四期，45-58頁，2000。

英文部分：
	
Alexander, I. and Robertson, S., ”Understanding project sociology by modeling stakeholders,” IEEE Software(21)1, pp.23-27, 2004.

Ansoff, H. I., Corporate Strategy, New York: McGraw-Hill Professional, 1965.

Berry, F. S., “Innovation in public management: The adoption of strategic planning,” Public Administration Review(54)4 ,pp.322-330, 1994.

Berry, F. S. and Wechsler, B., “State Agencies’Experience with Strategic Planning : Findings from a National Survey,“ Public Administration Review(55)2, pp.159-168, 1995.

Borins, S., “Loose Cannons and Rule Breakers, or Enterprising Leaders? Some Evidence About Innovative Public Managers,” Public Administration Review(60)6, pp.498-507, 2000.

Bozeman, B., All Organizations are Public: Bridging Public and Private Organizational Theories, Jossey-Bass, 1987.

Brinkerhoff, D. W., Improving Development Program Performance, Boulder, CO: Lynne Reinner, 1991.

Brugha, R. and Varvasovszky, Z., “Stakeholder analysis: A review,” Health Policy and Planning(15)3, pp.239-246, 2000.

Bryson, J. M., Freeman, R. E. and Roering W. D., “Strategic Planning in the Public Sector: Approaches and Directions,” In Barry Checkoway(ed.), Strategic Perspectives on Planning Practice. Massachusetts: Lexington Books. 1986.

Bryson, J. M., “Strategic Planning：Big Wins and Small Wins,” Public Money and Management(8)3, pp.11-15, 1988.

Bryson, J. M. and Roering, W. D., “Initiation of Strategic Planning by Governments,” Public Administration Review(48)6, pp.995-1004, 1988.

Bryson, J. M., Strategic Planning for Public and Nonprofit Organizations.(Rev. ed.), Jossey-Bass, 1995.

Bryson, J. M., Strategic planning for Public and Nonprofit organizations : A Guide to Strengthening and Sustaining Organizational Achievement, Jossey-Bass, 2004.

Bunn, M. D., Savage, G. T. and Holloway, B. B., “Stakeholder analysis for multi-sector innovations,” Journal of Business & Industrial Marketing(17) 2/3, pp.181-203, 2002.

Cannon, J. T., Business Strategy Policy, Harcourt, Brace and World, New York, 1968.

Chandler, A., Strategy and structure, Cambridge, MA: M.I.T. Press, 1962.

Christopher, M. W., “An Advocacy Coalition Framework Approach to Stakeholder Analysis: Understanding the Political Context of California Marine Protected Area Policy,” Journal of Public Administration Research and Theory, JPART17, pp.95-117, 2007.

David, F. R., Concepts of strategic management, 4th ed., New York: Macmillan Publishing, 1993.

Denhardt, R. B., Public Administration: an Action Orientation. C.A.: Brooks/Cole Publishing Company, 1991.

Donaldson, T. and Preston, L., “A Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications,” Academy of Management Review(20)1, 1995.

Donnell, O., Boyle, R. and Timonen, V., “Transformational aspects of e-Government in Ireland：Issues to be addressed,” Electronic Journal of e-Government(1)1, pp.23-32, 2003.

Drucker, P. F., The practice of management, New York: Harper & Brothers Publishers, 1954.

Eadie, D. C., ”Putting a Powerful Tool to Practical Use: the Application of Strategic Planning in the Public Sector,” Public Administration Review(43)5, pp.447-452, 1983.

Englander, E. and Kaufman, A., “The end of managerial ideology: From corporate social responsibility to corporate social indifference,” Enterprise and Society(5)3, pp.404-450, 2004.

Fiol, C. M., “Capitalizing on Paradox: The Role of Language in Transforming Organizational Identities,” Organization Science(13)6, pp. 653-666, 2002.

Freeman, R.E., Strategic Manaeement: A Stakeholder Approach, Pitman, 1984.

Frooman, J., “Stakeholder influence strategies,” Academy of Management Review(24)2, 1999.

Gamman, J., “Stakeholder Analysis,” unpublished memo/note for IPC program, 1991.

Glueck, W. F., Business Policy: Strategic Formation & Management Action, (2nd ed.), McGraw-Hill Professional, 1976.

Goodstein, L. , Pfeiffer, J. W. and Nolan, T., Applied Strategic Planning: How to Develop a Plan That Really Works, McGraw-Hill Professional, 1993.

Gup, B. E.,”Begin strategic planning by asking three questions,” Managerial Planning(35), pp.28-31, 1979.

Halachmi, A., “Strategic Planning and Management？Not Necessarily,” in Public Management: The Essential Readings(ed by Ott, J. S., Hyde, A. C. and Shafritz, J. M.), Chicago: Nelson-Hall Inc., 1992.

Hill, C. W. L. and Jones, G. R., Strategic Management: An Integrated Approach, Houghton Mifflin Co., 1989.

Honadle, G. and Cooper, L., “Beyond Coordination and Control: An Interorganizational Approach to Structural Adjustment, Service Delivery, and Natural Resource Management,” World Development(17)10, pp.1531-1541, 1989.

Huxham, C., “Theorizing Collaboration Practice,” Public Management Review(5)3, pp.401-423, 2003.

Kaplan, R. S., “Strategic Performance Measurement and Management in Nonprofit Organizations,” Nonprofit Management and Leadership(11)3, pp.353-370, 2001.

Kaufman, R., Strategic Planning Plus: An Organizational Guide, SAGE Publications, Inc., 1992.

Layne, K. and Lee, J., “Developing fully functional E-Government: A four stage model,” Government Information Quarterly(18), pp.122-136, 2001.

Lefkowith, D., “Lefty’s corner: Effective strategic planning,” Management Quarterly(42)1, pp.7-11, 2001.

Lincoln, Y., Guba, E. Naturalistic inquiry, Newbury Park: Sage, 1985.

Lindenberg, M. and Crosby, B., Managing Development: The Political Dimension, Hartford, Connecticut: Kumarian Press, 1981.

Luffman, G. A., Lea, E., Kenny, B. and Sanderso, S., Strategic Management: An Analytical Introduction, (3rd ed), Blackwell Publishing, 1996.

Mason, R. O. and Mitroff, I., Challenging Strategic Planning Assumptions, New York: John Wiley and Sons, 1981.

Maxwell, J. P., The community Education Network: Negotiating the Path to a Strategic Plan, in Handbook of Strategic Management, ed. by Rabin, J., Miller, G. J. and Hildreth, W. B., New York: Marcel Dekker, 2000.

Mercer, J. L., Strategic Planning for Public Managers, New York: Greenwood Publish Group Inc., 1991.

Miller, C. C. and Cardinal, L. B., “Strategic Planning and Firm Performance: a Synthesis of More than Two Decades of Research,” Academy of Management Riview(37)6, pp.1649-1665, 1994.

Mintzberg, H., The Rise and Fall of Strategic Planning, New York: Free Press, 1994.

Mitroff, I. and Linstone, H., The Unbounded Mind, Breaking the Chains of Traditional Business Thinking, Oxford University Press, New York, 1993.

Mockler, R. J., Strategic management: The beginning of a new era, In D. E. Hussey (ed.), New York: John Wiley & Sons, 1995.

Montanarl, J. R.and Bracker, J. S., “The Strategic Management Process at the Public Planning Unit Level,” Strategic Management Journal(7)3, pp.251-265, 1986.

Mondy, R. W. and Premeaux, S. R., Management: Concepts, Practice and Skills, New Jersey: Prentice Hall, Inc., 1995.

Moore, M. H., Creating Public Value, Harvard, University Press, 1995.

Moore, M. H., “Managing for Value: Organizational Strategy in For-Profit, Nonprofit, and Governmental Organizations,” Nonprofit and Voluntary Sector Quarterly(29)1, pp.183-204, 2000.

Nutt, P.C. and Backoff, R.W., Strategic Management of Public and Third Sector Organizations: A Handbook for Leaders, Jossey-Bass, 1992.

Nutt, P.C. and Backoff, R.W., “Transforming Public Organizations with Strategic Management and Strategic Leadership,” Journal of Management(19)2, pp.299-347, 1993.

Nutt, P. C., Why Decisions Fail, San Francisco: Berrett-Koehler, 2002.

Olsen, J. B. and Eadie, D. C., The Game Plan: Governance with Foresight, Washington, D.C.: Council of State Planning Agencies, 1982.

Osborne, D. and Gaebler, T., Reinventing government: How the entrepreneurial spirit is transforming the public sector, Addison-Wesley Publishing, 1992.

Pan, S. C., “Information systems project abandonment: a stakeholder analysis,” International Journal of Information Management(25)2, pp.173-184, 2005.

Porter, E. M.,What is Strategy?, Harvard Business Review Nov/Dec, 1996.

Robbins, S. P., Fundamentals of Management, Prentice Hall, 2001.

Rochefort, D., and Cobb, R. (eds.). The Politics of Problem Definition: Shaping the Policy Agenda. Lawrence: University Press of Kansas, 1994.

Sambamurthy, V. and Desanctis G., “An Experimental Evaluation Of GDSS Effects On Group Performance During Stakeholder Analysis,” IEEE(3), pp.79-88, 1990.

Scholl, H. J., “Applying stakeholder theory to e-government: Benefits and limits,” Paper presented at the 1st IFIP Conference on E-Commerce, E-Business, and E-Government (I3E 2001), Zurich, Switzerland, 2001.

Scholl, H. J., “E-Government: A special Case of ICT-Enabled Business Process Change,” Proceedings of the 36th Hawaii International Conference on System Sciences (HICSS’03), IEEE, 2002.

Scholl, H. J., “Involving salient stakeholders: Beyond the technocratic view on change,” Action Research(2)3, pp.281-308, 2004.

Scott, A., “Strategic planning,” Training Journal, 2001.

Shapek, R. A., Organizational Capacity in Strategic Management, in Handbook of Strategic Management, ed. by Rabin, J., Miller, G. J. and Hildreth, W. B., New York: Marcel Dekker, 2000.

Steiner, G. A., Strategic Planning, New York: Free Press.1979.

Steiner, G. A. and Miner, J. B., Management Policy and Strategic, (2nd ed.), McGraw-Hill Professional, 1982.

Thomas, J. C., “Public Involvement and Governmental Effectiveness: A Decision-Making Model for Public Managers,” Administration and Society(24)4, pp.444-469, 1993.

Von Neumann, J. and Morgenstern O., Theory of games and economic behavior, Princeton University Press, 1947.

Wechsler, B. and Backoff, R. W., “Policy Making and Administration in State Agencies: Strategic Management Approaches,” Public Administration Review(46)4, pp.321-327, 1986.

Wechsler, B. and Backoff, R. W., “The Dynamics of Strategy in Public Organizations,” Journal of the American Planning Association(53)1, pp.34-43, 1987.

Wechsler, B. and Berry, F. S.,”The Uses of Strategic Management in State Governments,” (In Rabin J., Miller G. and Hildreth, B. eds), Handbook of Strategic Management. New York: Marcel Dekker, 1989.

Will A. and Margaret K.,” Stakeholder analysis,” Landcare Research, 2006.