新北市立鶯歌陶瓷博物館經營策略研究

產業博物館在二十世紀後半已成為博物館新星，全球各國均十分重視產業博物館之經營管理，她表徵產業的發展與歷程，博物館與產業間之關係緊密相扣，甚至肩負維繫與帶動地方居民、產業與國家經濟發展之重責。在競爭激烈之社會環境中，產業博物館之生存與永續格外關鍵，故本文試圖研究新北市立鶯歌陶瓷博館之經營策略，希冀供相關博物館參考與借鏡。本文除研究新北市立鶯歌陶瓷博館之經營管理策略外，並比較歷任館長之經營策略、策略地圖與策略差異度。主要研究結果如下：策略地圖（傳統四大構面包含學習與成長、內部流程、觀眾、財務構面）可運用於博物館經營管理，並可依屬性、類別整合其他如產業構面、信託構面、博物館功能構面以及在地化與國際化等構面；博物館館長決策與成效受外在與內在等情境因素影響；博物館運用策略地圖與平衡計分卡將大幅提升博物館經營之效率與效能；博物館應強化員工激勵制度、風險管理能力以及重視在地化與國際化構面；陶瓷博物館則應加強提升陶瓷產業產值、發揮陶瓷產業升級影響力等重要任務；博物館領導者之策略，可以「策略差異度」做為比較分析之工具。

關鍵字

博物館管理；經營策略；策略地圖；策略差異度

並列摘要

By the second half of the 20th century, industry museums have already become a rising star among museums. Various countries in the world have all paid lots of attention to the operation and management of industry museums. Industry museums showcase the development and history of particular industries. Industry museums and their respective industries are closely linked. These museums even shoulder such serious responsibilities as sustaining and mobilizing local residents, industries, and national economic development. Given the fierce competition in the society, the survival and sustainability of industry museums have become particularly critical.Hence, this paper attempts to study the business strategies of New Taipei City Yingge Ceramics Museum, with the hope of providing a reference and model for other related museums. This paper focuses on the business and management strategies of New Taipei City Yingge Ceramics Museum as well as comparing the business strategies, strategy maps, and strategic difference degrees of past museum directors. Key research results are as follows: A strategy map can be used to guide the management of nonprofits such as museums, which needs to take into consideration eight major perspectives including relevant industries, trusts, functions of the museum, localization, and globalization. Directors’ decision-making and performance are affected by internal and external environmental actors. Using strategy maps and balanced scorecards can greatly improve the efficiency and effectiveness of the operations of modern public museums. Modern museums should strengthen their employee incentive programs and risk management capabilities while paying attention to both localization and globalization. Ceramics museums should focus on such important tasks as raising the output value of the ceramics industry and fully exerting museums’ influence to upgrade the ceramics industry. The tool of “strategic difference degree” can be used to compare and analyze the strategic styles of different museum directors.