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邁向創新與卓越－澎湖國家風景區管理處經營模式的個案研究
Toward Excellence and Innovation: A Case Study of the Business Model of the Penghu National Scenic Area Administration
摘要
本研究為探究觀光領域及管理科學之應用。目的：旨在深入的探討個案組織如何在環境、策略與組織運作層面中選擇最適切的營運路徑。方法：採用質性研究，以國家品質獎之EFQM卓越經營模式為理論基礎對澎湖國家風景區管理處進行個案訪談，並透過參與觀察及文獻資料為輔，加以分析該組織在經營上的運作情況。結果：目前在個案在營運上面臨著諸多的挑戰，內外部的互動過程皆有待精進的空間，對於觀光產業的發展來說，價值主張是重要的驅動因素，故管理單位透過員工間知識匯集、相互合作來設計服務以滿足其價值需求；其次，則是與各方利害關係人的溝通以及互動關係的有效建立。結論：經探討後發現，個案單位能透過創新學習調整組織運作，實屬良好之管理典範，因而描繪出個案組織一套完整的營運架構，同時也提出（一）價值主張源自管理單位彈性的組織文化；（二）利害關係人的需求整合為重要關鍵績效；以及（三）經營模式的創新能力是維持核心競爭力的基礎根源等重要指標為未來營運管理之建議。
並列摘要
This paper discusses the application of management science in the field of tourism. Purpose: To discuss how the Penghu National Scenic Area Administration selects the most appropriate approaches for environmental, strategic, and organizational operations. Methods: This study is a qualitative case study. On the basis of the theory of the European Foundation for Quality Management Excellence Model of the National Quality Award, this paper describes a case interview conducted with the Penghu National Scenic Area Administration and analyzes the operations of the organization through participant observation and a literature review. Results: The operation of an organization involves numerous challenges, and the internal and external interactions must be further improved. Value proposition is a key driver of the development of the tourism industry. Therefore, management units must be managed on the basis of accumulated knowledge and cooperation among employees to design services to meet customers' needs, and effective communication and interaction must be established with stakeholders. Conclusion: The Penghu National Scenic Area Administration can adjust its operations by incorporating innovative learning into its management model. The complete operation structure of the aforementioned administration is described in this paper. This case study also proposes that (1) value proposition is derived from the flexible organizational culture of management units; (2) integrating the demands of stakeholders is key to performance; and (3) the innovation capacity of a business model is a basic source and key indicator of the core competitiveness of a business and should inform future operation management.