危機與轉機：英國博物館組織再造之案例探討

A Crisis or an Opportunity? Two Cases of Museum Reengineering in the UK

10.6686/MuseQ.200801_22(1).0003

曾信傑(Shin-Chieh Tzeng)

組織再造 ； 大英博物館 ； 格拉斯哥博物館 ； 法人化 ； reengineering ； British Museum ； Glasgow Museums ； Moving towards Trust Status

博物館學季刊

22卷1期（2008 / 01 / 01）

31 - 48

繁體中文

臺灣博物館界近年來面臨一連串的挑戰，市場飽和、競爭加劇、資源減少等，不一而足。對公立博物館而言，則另外承受了公辦民營、委外經營、行政法人化及組織層級降低等壓力，這可說是新世紀中博物館之危機。類似的狀況在過去三十年來，已陸續出現在英國的國家與地方博物館，許多博物館紛紛透過組織變革與重組方式，試圖創造博物館之新契機。組織理論自十九世紀至今，已經有不同學者提出不同觀點，來解釋組織的形成與運作。組織再造自一九九○年代已經被提出廣泛討論，尤其是在營利組織中特別風行，在非營利組織中也受到重視，其中是顧客、競爭與改變的3C概念，對於傳統的管理有相當大的啟發。即便是在博物館中，也逐漸將這個3C概念融入到管理上，有學者從這裡衍生出博物館的新商業模式。本研究從組織理論與組織再造出發，探討它們的發展與在博物館中的運用。接著回顧英國博物館過去二十年來的沿革，著眼在博物館與外在環境的互動。透過兩個個案的分析，提出其組織在快速變動的社會中如何應變，大英博物館是透過組織架構的不斷重整、格拉斯哥博物館則是轉型為以信託基金會方式經營。這兩個案例帶給我們一些省思，在重新定位博物館自身的利基的過程中，可以化危機為轉機，為博物館開創新方向與未來。

Museums in Taiwan have faced a series of challenges, including market saturation, increasing competition and decreasing resources. Public museums have also been confronted with pressure from the government, such as privatization, outsourcing, establishment of foundations and streamlining of organizational structures. This seems to be the first crisis for museums in Taiwan in the new millennium. A similar situation has been occurring in the UK for the last three decades, with many museums adopting organizational reform or reengineering to create new opportunities. The theory of reengineering was proposed in the 1990s and widely discussed. The concept of 3Cs (customer, change and competition) has been adapted to the museum sector and some scholars have used it to create a new business model for museums in the 21st century. This research began with a review of organizational theories and reengineering and how they are utilized in museums. The history of UK museums over the last twenty years was then reviewed to understand the interaction between museums and their environments. Through an analysis of two cases, an insight into how an organization responds to the rapidly changing society is provided. The first is the British Museum and its constant organizational restructuring, while the second is the Glasgow Museums and their movement toward trust status. It is the aim of this research, through an analysis of the two cases, to provide inspiration for museums in Taiwan to reposition themselves and find their own niches. Only when this is done can museums transform crisis into opportunity and create a new direction and better future.

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