| Summary: | 碩士 === 南華大學 === 非營利事業管理研究所 === 95 === With the fast growth of Taiwan local museums in 1980s, it also resulted in the promotion of local manufacturing culture and community participation as well; yet, facing the impasse in deficiency of resources, it is hard to manage a local museum in a harsh surroundings of limited resources and intensive competitions. Thus, a claim to copy the means of enterprise management as a reference for managing the local museums by the academic and curatorial aspects is submitted. However, the main purpose of enterprise managing is quite different from that of local museums, since it is essential to acquire the utmost profit for the primary consideration of enterprise managers. Instead of the interest orientations, the main ideas kept in curators’ mind is how to enhance the achievement of social values, social influences, and social missions; furthermore, they also emphasize the points of social entrepreneurship and the participation of local communities.
Therefore, I would like to develop a research of the cooperative connections among the local museums from the views of social enterprises, based on the case study of Taipei County Yingge Ceramics Museum; and it would explore the subject mentioned above by means of collecting the archive data, participant observations, and interviews, in order to collaborate the various activities of Taipei County Yingge Ceramics Museum. Hence, it would help to analyze the interchange among Taipei County Yingge Ceramics Museum and outer homogeneous organizations in the bond of networking, coordination, and integration; besides, it could initiate the points of economic, social, entrepreneur-oriented, and local participating aspects to this probing as well.
By the case study, it firstly suggests some factors influencing the cooperative interrelations among local museums. Instead of resources, the human relationship of directors and the public image of museums would be crucial elements as well. Secondly, the dynamic cooperative relationship: since the management of organizations would be dynamic; thus, the cooperative interactions among local museums should be in the state of dynamics; and with the different developing stages for the museums, it would also lead to the variations of the collaborating networks and the cooperative partners. Thirdly, the considerations of social enterprise: this exploration asserts four different aspects such as economic values, social participations, entrepreneurship, and local development as the key ways to form a framework for estimating the cooperative inter-connections and examining the cooperative efficiency; lest the curators trapped in the one-dimensional confinement for decision-making.
After all, the study mentioned above should be referred to as a sincere suggestion to the administrative authorities and the local museums; hopefully, it would be beneficial to explore local resources, integrate community connections, and coordinate the different sectors for the local museums.
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