| Summary: | 教育部從1997年開始協助大專院校設立推廣教育機構，以有效利用大學資源對社會人士從事終身學習，協助設計相關專業課程。在市場激烈競爭下，大學在規劃推廣教育的策略方向時，需考量全球化、數位化、少子化的市場特性。
本研究嘗試以司徒達賢(1999)提出之非營利組織策略理論CORPS (Client, Operation, Resource, Participate and Service)為基礎 配合武文瑛(2006)的回流教育指標進行策略研究。本研究以某大學之推廣教育機構做為研究個案，針對學員與職員進行問卷調查與個別訪談，獲得以下幾點發現：
一、 學員是因為大學名聲與師資才重回校園學習，但費用高低與設備新舊會影響學習意願與成效。
二、 推廣教育應增加創新思維的課程並且提升教學品質，在追求課程數位化之餘仍應重視課程內容。
三、 整合大學內部資源才有機會提升推廣教育的成效，爭取各系所師資與強化作業流程，才能提供學員更優質的服務。
=== The Ministry of Education helped universities and colleges to setup extension education centers from 1997. The Ministry of Education urged the universities to design programs for professionals by use of their own resource. Universities build up a lot of classes with credits and degrees in recent years. The competition between universities makes them focusing on the strategies confronting different aspects such as globalization, digitization and low birth rate.
This research focuses on strategy analysis and refers to nonprofit organization theory proposed by Seetoo(1999)－CORPS (Client, Operation, Resource, Participate and Service) and recurrent education indicators suggested by Wu(2006). Based on survey and interview with students and employees at a certain extension education center, this study has findings as follows:
1. The reason for professionals returning to extension education center is because the university reputation and well-known professors. The tuition and facilities affect their willingness to learn and the effect of learning.
2. The organization should provide innovation and high quality courses not just investing on digital technology.
3. The integration of university’s resource will increase the benefits of extension education. It will provide better services with process improvement and cooperation between different academic departments.
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