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題名:博物館合作網絡建構之研究
作者:田潔菁
作者(外文):Tien, Chieh-Ching
校院名稱:國立臺灣藝術大學
系所名稱:藝術與文化政策管理研究所
指導教授:黃光男博士
學位類別:博士
出版日期:2011
主題關鍵詞:社會網絡資源互依博物館網絡合作resource dependencysocial networkmuseum network
原始連結:連回原系統網址new window
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雖然博物館網絡合作的倡議已久,且常見於實務運作,但在學術研究產出卻仍缺乏有系統的分類與比較。因此,對於博物館合作網絡的探索、網絡理論的建構仍有很大空間。本研究由組織與管理學的取向切入此一現象,採取資源互依與社會網絡的觀點來探究博物館網絡合作策略、描繪合作網絡模型。當博物館網絡無法藉由彼此協商來管理合作關係時,組織可透過政府政策或所屬較大社會體系中更大權力來促成網絡合作。研究發現博物館網絡的形成,多數為公共政策施行的產物,這類公共政策常見各國博物館的實際運作事務。博物館網絡的連結,除資源依賴外,還有存在非交易性的關係。例如,組織聚集可能和特殊的社會網絡有關,會因地理鄰近性、組織鄰近性而產生網絡的連結。在合作網絡型態方面,研究分析、歸納出四種博物館合作網絡型態;依組織架構觀點可區分為垂直型合作網絡、主導型水平合作網絡、平等型水平合作網絡與中介型水平合作網絡。其中中介型水平網絡與平等型博物館網絡類似,但其核心為中介組織,即「輔導團」;因輔導團並非存在原本網絡,非屬博物館等常駐單位,無法與館舍形成強連結;弱化網絡合作成效,為不佳的網絡型態;同時也年年面臨網絡裂解的困境。
博物館網絡運作及型態主要受四項構面影響,分別為行政層級一致性、擁有資源多寡、館舍間連結強弱與博物館網絡中館舍程度中心性強弱等。其中行政層級一致性指館舍隸屬政府的行政層級一致的高低程度;層級一致性越高,則有機會進行垂直式的合作網絡整合;而一致性較低,通常只能進行水平式合作網絡整合。第二項資源代表網絡合作過程,館舍擁有的資源多寡,資源較高者,通常扮演核心館角色。第三項為連結,表示網絡間合作活動強弱,強連結代表館舍間有較強的互動;而弱連絡表示彼此僅存在低階的資訊溝通或連繫。第四項為程度中心性,其表示網絡中行動者控制的範圍大小,程度愈高,代表與較多組織有關聯,影響力較大。本研究依這四項構面進行網絡模型推導,共推導出四種博物館合作網絡的基礎運作模型,提升了理論價值與貢獻;四種型模分別為垂直型合作網絡、二種主導型水平合作網絡與平等型水平合作網絡;合作型態無優略之分,需視彼此需求而定,此外,博物館在角色不衝突下,亦可進行多種型態的網絡合作。
建議後續研究可奠基於本文成果,使用量化網絡分析法,進一步檢視網絡議題,藉由多維度的圖像展現描繪出合作網絡中組織的權力互動、影響程度的實際大小與涵蓋的區域範圍等。實務運作方面,研究結果亦顯示,缺乏政府政策推動則不易成事。本研究建議,博物館主管機關應有系統推動博物館網絡合作,給予經費支持,鼓勵長期、持續的網絡形成。
Museum networks are becoming more common in practice, but there has so far been little systematic, comparative research of the phenomenon by academics. Further research is warranted. The author has adopted organisational and management theories to discover more about the network phenomenon and has focused on the resources and interactions between museum networks. Resource dependency theory and social network theory have been used in order to explore the behaviours within museum networks. The research indicates that most museum networks are formed as a result of government policy. This is the case in country after country; and it is one of the most important factors in the formation of museum networks. Museums join networks not only to secure the necessary resources but also to benefit from the social interactions they facilitate. The analysis reveals that organisations can secure the resources they need through networks. The author identifies four types of museum networks: vertical networks, dominated networks, equal-partner networks and intermediary networks. Dominated and intermediary networks are similar. However, dominated body in the intermediary networks was counselling group which formed by a private company. The counselling group did not exist in the museum sector. It is impossible to form a strong tie network. Moreover, after the counselling group left the museum network, the network collapsed. The research also shows that museum networks will be affected by four major factors: executive level, resources, the tie between museums and the degree of centralisation. Museums, belong to the same level of government, may form a vertical network; those with greater resources may take the role of hub museum in the network; where strong ties exist, the network is likely to be more interactive; and the higher the degree of centralisation, the higher the degree of the hub museum’s control over other museums in the same network. The present research has two limitations. First of all, there are many types of networks. It is impossible to cover all of them and describe them in detail. Secondly, the researcher has used a qualitative approach to explore the phenomenon of museum networks. Other researchers have applied a quantitative approach to analyse the interactions between and range of networks; this was not possible in the current study. Further quantitative study would no doubt improve our understanding of the phenomenon of museum networks.
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