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標題: | 公私協力治理模式應用於國家風景區景點:以野柳地質公園為例 Public-Private Partnerships for the Service Delivery in the National Scenic Area:A case study of Yehliu Geological Park |
作者: | Wei-Hung Chen 陳韋宏 |
指導教授: | 江瑞祥 |
關鍵字: | 公私協力,網絡治理,委外經營,民營化,地質公園, Public-private partnership,Network governance,Privatization,Geopark, |
出版年 : | 2009 |
學位: | 碩士 |
摘要: | 過去國家建設經營與管理的相關業務主要是由政府來執行,然而在民營化的浪潮興起之後,為了提升經營績效與服務品質,引進民間企業的活力與思維,由政府與民間共同參與以追求更多創意與行銷之概念,公私協力已成為一種新的治理模式;而觀光景點的經營與公私協力治理方式,不僅可以使觀光資源有效利用,提升產業競爭力,對於民眾的遊憩品質與選擇亦將產生影響。
野柳地質公園過去隸屬於北海岸及觀音山國家風景區,園區擁有豐富的地質與景觀資源,一直以來皆是台灣觀光發展的重要景點,於2005年以OT的方式將經營權委外由民間經營,並以世界地質公園為發展目標。然而,此一觀光資源特殊的一個國家風景景點,為什麼會選擇公私協力的治理模式?治理國家風景區所形塑的動態性網絡,在這過程中有什麼樣的權力互動過程,促使野柳地質公園的委外? 本研究以公私協力治理模式為基礎,透過觀察與實際訪談的研究方法,探討野柳地質公園委外經營的原因;特別是經由解構野柳地質公園所形塑的治理網絡,以了解行動者在此一網絡中所扮演之角色,以及其在地方治理網絡中彼此互動之策略行為。並藉由探討野柳地質公園公私協力關係的建立,以了解不同時期行動者在地方網絡之治理角色與治理型態的轉變。最後則透過理論觀點與實務分析的佐證,探討野柳地質公園在委外經營後實際所遭遇的問題;並期藉由相關問題之診斷,期能將分析結果提供其他國家風景區將來將觀光服務委外時的參考。 本文之主要研究結果與發現在整個野柳地質公園公私協力治理的過程中,存有網絡現象為菁英主導委外決策,網絡邊緣者的意見難以納入;公私部門在資源運用上存在著互補關係;委外經營的決策主要仍受政策背景影響;公私協力雙方對於當地社會資本的缺乏;以及公私部門對於協力關係的存續價值仍存有衝突。 In convention, government is responsible for the operation and management of public service projects. However, in order to improve operation efficiency and service quality, privatization process began. This introduced the vitality and thinking of profit-making corporations into the public-private partnerships of government and private organizations to ignite more creativity and marketing ideas. This prompts the development of public private partnership of tourist services in many scenic parks. The new governance network not only strengthens industry competitiveness by effectively utilizing tourism resources, but also affect the quality and options of local services and development. Yehliu Geopark contains rich geology and scenic resources and once fall under the jurisdiction of North Coast and Guanyinshan National Scenic Area. It has always been one of the core tourism development sites in Taiwan. In 2005, the operational right was transferred to private corporation aiming to develop this site as a global Geopark. Why opt for public-private partnership when the scenic area owns a unique tourism resource? And, in an active network of managing this scenic area, what prompted the transfer of Yehliu Geopark’s operational right? This thesis, based on the theme of public-private partnership for service delivery, probes into the reason behind Yehliu Geopark’s operational transfer through the practical observation and real world interview. Focus was on the governance networks of Yehliu Geopark, the role of each stakeholder involved in this case, and the strategic interactions between them. Moreover, this thesis attempts to investigate the change in governance roles and conflicts among stakeholders in the transition. Lastly but not least, through the integration of theory and practical analysis, this thesis investigates the difficulties Yehliu Geopark faced after the transition. This study framework shall shed lights on other scenic area operation transfers in the near future. Findings of this thesis are presented in five key folds. Namely, the elite predominates the contracting out decisions, and the network marginal actors’ opinion is hard to get into decision; public and private sector has their own complementary relations; the decision of contracting out are influenced by political rationale; public and private sector both lacks social capital provided by the local; public and private sector face conflict ideologies of partnership. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/41392 |
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顯示於系所單位: | 國家發展研究所 |
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