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標題: | 私部門參與都市更新重建事業之地主整合策略研究 A study of landowner integration in urban renewal |
作者: | John Chen 陳德樺 |
指導教授: | 郭瑞祥 |
關鍵字: | 都市更新,關鍵成功因素,房地產開發,談判策略, Urban renewal,key success factors,housing development,negotiation strategy, |
出版年 : | 2018 |
學位: | 碩士 |
摘要: | 傳統合建和都市更新都是改善老舊市區和改善居住環境的重要方式。然而,無論是傳統合建和都市更新都需要經過地主整合的步驟,傳統合建需要整合全體住戶同意,也沒有獎勵措施或強制拆除機制,地主開發商資訊不對等,造成許多合建糾紛。政府為改善這樣的亂象推出《都市更新條例》,對土地起始整合度要求較低,許多程序可以同步進行,且也會提供獎勵為誘因,並以強拆措施加速都市更新案件的推動。都更案中最主要的三個角色為政府、開發商和地主,而都更案最核心的一環開發商和地主的整合談判流程。本文透過個案研究探討地主談判過程的成功關鍵因素,期望提供給業界作為參考。
本研究將個案的地主分成四類,分別為意見領袖理念宣傳者、可公平接受參與者、待核心問題解決者和待理性相互溝通者。不同類型的地主有不同的優先談判順序和談判方式。而且地主的角色在開發互動過程中是可變換的。 在開發初期,開發商應確實完整評估所有地主參與都市更新的真實意願,明確待解決核心問題都可能被解決,並且尊重真正不同意戶,確定個案成功的範圍可行性。 在開發過程中,隨時動態評估應對所有同意及待同意地主決策者參與意願的動態變化。使地主都能漸次認同整體都市更新的共同目標。並且嚴格控制談判成本架構,以不同創意方案組合達成談判最終結果個體、小團體與總體的平衡。 開發商應秉持初心誠意,視地主為開發合夥人,以避免破局的整體談判策略,把握隨機完局的機緣,掌握談判時間節奏,確實完成階段里程碑,最終達到「都市更心新社區」的圓滿成果。 Joint venture construction and urban renewal are both important means of improving living standards in old neighborhoods. However, for both methods, there is a process where multiple land owners must come to a joint decision. In traditional joint venture construction cases, all land owners must express agreement prior to construction, and there are no relevant incentives or compulsory execution procedures. Information asymmetry often caused disputes in previous construction cases, leading the government to establish the Urban Renewal Act, which has lower standards for joint agreement. Under the Act, multiple procedures can be conducted simultaneously, and the government also provides incentives and helps to speed urban renewal cases through compulsory execution procedures. Urban renewal involves three parties: the government, the construction company, and land owners. A core issue of urban renewal is the joint agreement of landowners and the negotiation process between construction companies and land owners. In this study, we used an urban renewal case as a case study to identify key success factors in the negotiation process. We hope that our study results can serve as a reference for the industry. In our case study, we found that land owners fell into four different categories: opinionated leaders, fair-minded participants, participants seeking resolution of core issues, and participants seeking rational communication. Different types of land owners must be prioritized differently and the negotiation process also differs for each. Furthermore, the roles of land owners were seen to be interchangeable. During the early stages of negotiation, construction companies must carefully assess the willingness of all land owners to participate in urban renewal, ensure that all core issues can potentially be resolved, respect differing opinions, and identify boundaries and possibilities for project success. During negotiations, the willingness of land owners and decision makers to participate in urban renewal may change over time, and therefore it is necessary to keep track of all land owner dynamics and unite all land owners under the common goals of urban renewal. Construction companies must implement strict cost control techniques during the negotiation process, and utilize different methods to ensure ultimate success while balancing benefits for individuals, individual groups, and all land owners. Construction companies should view landowners as their partners, avoid one-sided negotiation tactics, manage the progress of negotiation, and complete all milestones as possible, in order to reach ultimate success in bringing 'the heart of urban renewal to new communities'. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/20251 |
DOI: | 10.6342/NTU201800186 |
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顯示於系所單位: | 商學組 |
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