| Summary: | 碩士 === 中華大學 === 行政管理學系碩士班 === 99 === Abstract
In modern pluralistic democracy in the social environment, to meet the diverse needs of conflict between multiple stakeholders, the formulation of public policy for the public sector managers is a difficult task. This study is intended to observe the crisis management and ability of handling crisis of Taipei City Government for “Maokong Gondola Suspended Event”, during September 30 of 2008 and March 30 of 2010, from the perspective of stakeholders according to the reports of the three major domestic news agencies.
This study adopts Mitchell (1997) stakeholder identification and salience theory to construct the "two-stage and two-layer" analytic procedure. The stage one is to analyze the concerned issues and the attitudes for public policies – support, neutrality, and opposition, mainly from three relationship attributes - power, legitimacy and urgency. Through the result of stage one, the second stage, the analysis of stakeholder salience, is to analyze the viewpoints of the latent stakeholders, expectant stakeholders, and definitive stakeholders. Finally, according to the attributes of each stakeholder and its salience, this study analyzes all types of stakeholders. And in "stakeholders conflict early warning chart ", the levels of conflict will be divided into five types, fourteen kinds of conflict points, so they can be used to judge which level the conflict is.
The analytic model constructed in this study, conducting the public policy analysis for the Maokong Gondola suspended events, can be further confirmed by the formulation of public policies for related types of stakeholders, and according to the attitudes and issues related to stakeholders, Taipei City Government will be provided a reference when it formulates public policies. In addition, this study further proposes the stakeholder conflict early warning chart as the alert model for government authorities to formulate public policies.
Keywords: Crisis Management, Network Management, Stakeholders
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