Assessment on the Organizational Operating performance of the Digital Opportunity Center

• Main Authors: Wen-Cheng Kuo, 郭文誠
• Other Authors: Shu-Fen Tseng
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/58712933409835378941

碩士 === 元智大學 === 資訊社會學研究所 === 97 === Existing literature indicate there is lack of studies on evaluating the DOCs operating performance and their capability of independent operation. Therefore, there are two purposes of research in this study. First, I try to analyze the operation modes of the existing 7 DOCs integrated by the NPO, and further, to compare with the differences of operation among them. Secondly, I try to observe those DOC with better performance their strategies of facing the problem of independent operation. In this study, a total of seven DOCs were in-depth interviewed. The results suggested there are six factors should be taken into account to understand how the DOC faced the independent operation problem: the capacity of the managers, human resources, cooperation of the organizations, organizing internal relations, organizing external relations and the financial resources. In all, I summarized two models of strategy that DOC use in facing the independent operation challenge. One is to restructure the DOC to become an independent operation. The other is digital opportunity center will rely on its sponsored non-profit organization to continuously operate in the future. Finally, three policy implications are suggested: (1) the model of CTC in the U.S. can be used on a reference model; (2) A resource integration system of non-profit organizations is needed; (3) Evaluating DOC performance should also take into account its sponsored organization.