文化創意產業是台灣未來的重點發展產業,其中創意文化園區是創造產業群聚的重要起點,同時讓台灣閒置空間活化再利用的好機會。加上新自由主義、新公共管理的思潮盛行,政府強調民營化,將政府的管制限縮,運用市場競爭機制、限縮政府角色及師法企業來提升政府績效。 本研究將透過個案分析法,以華山創意文化園區及駁二藝術特區為例,從發展沿革、經營模式去比較公辦民營與公辦公營之差異,並對未來園區的發展提出建議。本研究結果有三: 一、委外經營有助於文創園區的發展,並成為未來趨勢 二、政府應更改相關政策以支持文創園區的經營 三、委外經營的文創園區應把握優勢,將經營方向著重於創意能量的累積
Culture creative industry is one of the most important developmental industries in Taiwan. Recently Taiwan government is positively promote the Creative Parks which is the starting point that can create industrial clustering and also an good chance for repurposing unused space in Taiwan. Moreover, according to the trend of Neoliberalism and New Public Management, government emphasizes privatization. They believe that privatization can enhance the performance. In this study, we focus on two Taiwan Creative Parks: Huashan Creative Park and Pier-2 Art Center. We use the methodology of 「Case Study」to do analysis. The different between these two parks is that Huashan Creative Park is contracted out and Pier-2 Art Center is managed by Kaohsiung City Government. The results of this study are following below: 1. Contracting-out is helpful for the development of Creative Park and contracting-out is the future trend. 2. Government should modify the law to support the Creative Park operation 3. The contracting-out Creative Park should use their strength to incubate creative power.