進入廿一世紀以來，屬於文化與遊憩類非營利組織的國立故宮博物院營運方向深深受到院長角色扮演的影響，本文基於深度訪談的內容，探討第二次政黨輪替前後故宮院長的領導統御或經營管理風格如何影響行銷策略的運用。研究結果發現，有沒有必要採用行銷策略進行博物館行銷取決於院長的博物館治理思維和未來願景規劃以及外在政策環境的演變，由於故宮院長對於歷史文物的認定詮釋在不同政黨執政期間並不相同，從而影響到使命任務的自詡與行銷策略的運用。此外，使命感的召喚使得政治立場並不相同的故宮院長更迭其實沒有真正影響到博物館的專業治理，基於故宮設立宗旨所賦予使命的凝聚與引導也形成不同院長進行博物館行銷時的共識基礎，而具有中國特色的館藏文物以及長期以來深植人心之服務與專業的故宮品牌也成為博物館行銷最大的資產。對於公共部門的啟發意義則在於，當面對變動不居的政策環境時，政策企業家或公共管理者的領導統御與創新理念必須基於公共利益，以協力領導的作為促成政策目標的達成。

Since the 21st century, as a not-for-profit museum, the director’s role of the National Palace Museum has been subjected to accelerated change, due to the change in party after the election and a refocusing of government policy. Based on in-depth interviewing, this paper explores the leadership and management styles of the former and present director of National Palace Museum that influence museum marketing strategies. The research results indicate that the necessity of adopting museum marketing strategy is up to the strategic thinking and vision planning of the museum directors and external policy environment. Because of different recognition and interpretation of the Chinese historical collections for different changing roles of directors, the former and present directors exercise upon mission statement formulation of the museum management and diverse marketing strategies. Moreover, mission statements can be seen as the consensus base for different directors, whereas the brand of the National Palace Museum is the powerful assest in a changing policy context. When branding brings together tools of the museum directors to communicate a clear message to consumers in an increasingly complex marketplace, marketing is no longer a dirty word. To the public sector, when policy entrepreneurs and public managers face the challenging policy environment, based on public interest, their collaborative leadership may facilitate the achievement of policy goals.