In the success of service organizations, "service quality " plays an important role as a strategic lever, and leads to the increasing of the ability of the organizations, in order to deliver services the clients efficiently.On the other hand, with the development of information and communication technologies, organizations deliver their services electronically. One of these organizations, is the judiciary, which by performing the plan of judicial electronic service, has made significant changes in the lawsuits in the courts.This article is trying to analyze the effect of judicial electronic services quality in building citizens satisfaction regarding the importance of their satisfaction in these services. The research population is the citizens of Tehran who among these, 400 were selected as the sample using Cochran formula. data have been gathered through questionnaires. To examine the dimensions of the research variables, t-test has been used, to asses the construct validity, confirmatory factor analysis has been used and for testing the research hypotheses, structural equation modeling has been used. The results show that, two variables ofjudicial electronic offices and portal service quality with their dimentions, have significant positive effect on the satisfaction of citizens.
(2014). The Effect of Judicial Electronic Services Quality on Citizens Satisfaction. Public Management Researches, 7(24), 153-174. doi: 10.22111/jmr.2014.1874
MLA
. "The Effect of Judicial Electronic Services Quality on Citizens Satisfaction", Public Management Researches, 7, 24, 2014, 153-174. doi: 10.22111/jmr.2014.1874
HARVARD
(2014). 'The Effect of Judicial Electronic Services Quality on Citizens Satisfaction', Public Management Researches, 7(24), pp. 153-174. doi: 10.22111/jmr.2014.1874
CHICAGO
, "The Effect of Judicial Electronic Services Quality on Citizens Satisfaction," Public Management Researches, 7 24 (2014): 153-174, doi: 10.22111/jmr.2014.1874
VANCOUVER
The Effect of Judicial Electronic Services Quality on Citizens Satisfaction. Public Management Researches, 2014; 7(24): 153-174. doi: 10.22111/jmr.2014.1874