組織變革與資訊科技：以國立故宮博物院為個案探析

• Main Author: 張桂慈
• Language: 中文
• Published: 國立政治大學
• Subjects: 國立故宮博物院; 組織變革; 資訊科技; 電子化政府; National Palace Museum; Organization Change; Information Technology; E-government
• Online Access: http://thesis.lib.nccu.edu.tw/cgi-bin/cdrfb3/gsweb.cgi?o=dstdcdr&i=sid=%22G0098256008%22.

因應資訊科技帶動政府再造的趨勢，國立故宮博物院（以下簡稱故宮）在推行各國家型數位政策的過程中，有許多亮眼的數位化成果，對應過去的傳統形象和經營模式也有很大的改變，然而目前卻鮮少有研究去探討故宮這樣一個傳統機關進行轉型的過程。因此，本研究擬以組織變革為探討的理論基礎，運用質性研究方法，探討近年來故宮的組織變革，以及瞭解資訊科技在故宮變革中的角色，來瞭解故宮近年來何以有這麼多的數位發展成果，以及對故宮造成了哪些影響，綜合故宮近年來的變革發展。 　　本研究藉由深度訪談與次級資料整理，針對研究問題提出下述結論，並提出組織變革理論與實務上的建議。 一、促使故宮變革的趨力可分成組織外部的國家典藏計畫資源的挹注，以及組織內部因應領導者決策、組織法規的修訂以及發展上的侷限，造成故宮必須改變現況的變革需要，並在變革過程中受到資源、組織結構與成員三方面的阻力。 二、資訊科技並非直接促使故宮變革的趨力，但在故宮的變革過程中也扮演了推波助瀾的重要角色。具體而言，資訊科技不只是協助故宮落實變革的工具，也是讓故宮在組織法規上不符需要的問題被關注的契機，更是故宮在發展上的新途徑。 三、資訊科技對故宮的影響，不僅可對應於電子化政府的發展願景，對內部管理、組織結構、組織成員、與民眾的溝通，以及服務流程等方面產生影響，也擴散了故宮的行銷，擴展了故宮的發展範疇。 === 　　Following the trend of applying Information Technology to Reinvent Government, National Palace Museum (NPM) produces remarkable digitalized asset through carrying out National Digital Archives Program. In addition, NPM gets distinct from the previous stereotype and also runs a modified business model; however, the shifting process is rarely explored. This research focuses on the transformation process of the most traditional institution based on Organization Change theory. The author adopts qualitative approach to investigate the organization change of NPM in order to know what the impact on NPM is, what the role Information Technology plays in the evolution and to know why NPM is able to bring in the abundant digital asset, apart from summarizing the recent changes of NPM. 　　The author attains the following conclusions and proposes suggestions on the organization change in both the theoretical and the practical aspects, after conducting in-depth interviews and researching secondary materials. First, the driving force which transforms NPM can be categorized into two kinds. Outside NPM, there is a sustained funding from National Digital Archives Program. Inside NPM, the transformation necessity results from the limitation of the legal regulations, the policies of the leaders and the development confinement. NPM confronts problems from resources scarcity, organization structure and members’ resistance in the evolving process. 　　Second, although Information Technology is not the direct driving force, it plays a critical stimulus factor to the evolution of NPM. Generally speaking, Information Technology, not simply a tool, reveals the problems of out-of-date legal regulations but also an innovative way of development. 　　Third, the lessons of Information Technology impact on NPM can be served as a reference of e-Government vision. It not only influences the internal management, the organization structure, the participant members, the communication with the public and the serving process, but also spreads the marketing and expands the scope of NPM.