大學推廣教育單位之定位與競合策略:以企業教育訓練為例

The Positioning and Co-opetition Strategy for Continuing Education Center: A Study on Corporate Education and Training Program

張雅雯(Ya-Wen Chang)

指導教授 ： 劉恆逸

元智大學/管理學院/管理碩士在職專班/碩士(2011年)

摘要

大學推廣教育單位隨著社會經濟型態轉變所扮演的角色及功能也有所不同，面對社會責任及學校經營壓力下，企業提供教育訓練服務是另外一個重要的發展機會。然而企業消費者因應社會型態的變遷，對教育訓練需求內容從專業性課程為主轉變為專業整合性課程。專業性課程管理顧問公司及大學均可提供，而專業整合性課程以資源豐富的大學較具有優勢，但大學仍有不足之處，須邀請外界機構講師團隊共同合作，產生企業、大學推廣教育單位、訓練機構三贏的機會。
本研究旨在提供大學推廣教育單位發展企業教育訓練業務的定位及競合策略建議。藉由深入訪談方式，運用資源基礎理論整合大學推廣教育單位及企業客戶的角度提出推廣教育單位發展企業教育訓練之定位，並運用「競合策略」之PARTS原則(參賽者、提升附加價值、訂定規則、運用戰術與改變範圍)提出策略建議，研究發現兩點重要結論:
一、為大學推廣教育單位應以「資源整合者」做為定位，發展企業教育訓練。
二、為組成企業教育訓練「競合聯盟」，聯合地區大學推廣教育單位及管理顧問公司等，以期達到競合聯盟擴大業務市場，並協助企業提升整體效益，提高產業競爭力。
希望本研究能給大學推廣教育單位一個新思維來提升競爭力，強化社會教育的能力與地位。

關鍵字

大學推廣教育單位 ； 資源基礎理論 ； 競合策略 ； 企業教育訓練

並列摘要

With the social economic variation, the role and function of continuing education center are also changed. The education and training service to business provides an important development opportunity for continuing education center when it faces social responsibility and management pressure from school. The education and training needs become professional integrated courses from professional courses while the business adapts the social change. The professional courses are provided from both of university and consultant company but the university that owned rich resource provides mostly professional integrated courses. However, outsourcing is needed to overcome the weakness from the university and this integrated cooperation creates more successful opportunities from business, continuing education center, and training center.
The objectives of this study are position definition on continuing education center developing education and training for business and provide practical suggestions based on Co-opetition strategy. Using resource-based view (RBV), the suggestions of continuing education center and business customers are integrated to define position of continuing education center developing education and training for business. In addition, some useful suggestions are provided applying players, added values, rules, tactics, and scopes (PARTS). There are two important conclusions.:
1.The continuing education center should be a resource-integrator and develops education and training service for business.
2.The co-opetition alliance should be established to connect local continuing education center and consultant company for extending service market and increasing gains and competitiveness. Most importantly, the study results could provide a new concept to increase competitiveness and to enhance the role and ability for social education.
Most importantly, the study results could provide a new concept to increase competitiveness and to enhance the role and ability for social education.

並列關鍵字

Continuing education center ； resource-based view (RBV) ； Co-opetition ； education and training for business

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