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國立科教類博物館經營策略指標建構之研究

A Study on the Construction of Business Strategy Indicators for National Science and Education Museums

摘要


本研究主要綜合國內博物館經營的觀點,參照Lord、Lord與Martin(2012)、Falk與Sheppard(2006)之博物館經營層面理念之架構,經焦點團體法、德懷術、及層級分析法,建構出國立科教類博物館經營策略指標及權重體系,所得結果可作為國立科教類博物館或國內博物館未來發展之參考,本文將以教育性與公共性策略為主論述,並歸納結論如下:一、國立科教類博物館經營模式,應兼顧教育性和企業性的經營理念,以永續經營為目標。二、國立科教類博物館經營四大構面為「教育性」、「公共性」、「企業性」與「經濟性」,並可作為建構國立科 類博物館經營策略指標之構念基礎,其中以「教育性」並為重要,其次為「公共性」。三、國立科教類博物館有13個經營向度,其中以「推廣科普教育」向度並為重要;而經營策略指標有60個指標,其中以「結合科學與生活應用,策劃展覽與活動」指標最為重要。四、博物館經營應兼顧教育性與社會責任,以達文化平權的目的。

並列摘要


The study aimed to integrate the perspectives of domestic museum management, and refers to the framework of museum management of Lord, Lord, and Martin (2012) and Falk and Sheppard (2006), through the focus group method, Delphi technique, and hierarchical analysis method to construct the indicator and weight system for the national science and education museum. The results of study can be used as a reference for the future development of national or domestic science and education museums. This article will focus on educational and public strategies. The conclusion is as follows: 1. The management model of national science and education museum should take into account both educational and corporate concept to meet the goal of sustainable management. 2. The 4 management structures of the national science and education museum are "education", "public", "corporate" and "economic" which can be used as the foundation to construct management strategy indicators. "Education" is the most important, followed by "public". 3. There are 13 management dimensions of national science and education museum, the most important one is "promoting popular science education". Besides, the management strategy includes 60 indicators, "combining science and life applications, planning exhibitions and activities" is the most important one. 4. The management of museums should take into account both education and social responsibility in order to meet the goal of cultural equality.

參考文獻


Amenta, C. (2010). Exploring museum marketing performance: A case study from Italy. International Journal of Marketing Studies, 2(1), 24-35. doi:10.5539/ijms.v2n1p24
Camarero, C., & Garrido, M. J. (2011). Fostering innovation in cultural contexts: Market orientation, service orientation, and innovations in museums. Journal of Service Research, 15(1), 39-58. doi: 10.1177/1094670511419648
Froelich, K. A. (1999). Diversification of revenue strategies: Evolving resource dependence in nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 28(3), 246-268. doi: 10.1177/0899764099283002
Llop, M., & Arauzo-Carod, J. M. (2012). Economic impact of a new museum on the local economy: “the Gaudí Centre”. Letters in Spatial and Resource Sciences, 5(1), 17-23. doi: 10.1007/s12076-011-0061-0
Scott, C. (2006). Museums: Impact and value. Cultural Trends, 15(1), 45-75. doi: 10.1080/ 09548960600615947

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