| Summary: | 博士 === 國立彰化師範大學 === 工業教育與技術學系 === 98 === The purpose of the research is to establish the evaluation index of operation strategy, organization change and competitive advantage of Taiwan hospitality and
tourism industry. We applied the evaluation index to find out intermediary relationships among these three variables for those managers who work in tourism industry in Taiwan hospitality and to provide people who operate tourism industry as a reference when they establish their operation strategy, organization change and competitive advantage. Our research starts from literature analysis in related theories, such as the operation strategies in excellent leadership, overwhelming training,innovative organization culture, effective marketing management, effective
organization core effectiveness and emphasizing service quality; organization change in unfreezing, moving and refreezing; and competitive advantages in five forces
model and value chain model. Then, we used semi-structured interview and hotel case analysis to interview managers of 6 high-ranking hotels which have more competitive advantage among 97 tourism industries in Taiwan hospitality. This research employed questionnaire for data collection and the questionnaire was filled out by those 6 high-ranking hotel managers. Totally 900 questionnaires were released. 595 of them are effective, and the effective replying ratio is 66.11%. SPSS 14.0 and Lisrel 8.7 were used to for obtaining descriptive statistics, item analysis and reliability
estimation, factor analysis, dependent samples t-test, one-way ANOVA and LISREL to certify the hypotheses. The results of analysis clearly indicate that: (1) the theory
and factor structure of the operation strategy, organization change and competitive advantage used in the research are suitable for tourism industry in Taiwan hospitality; (2) the “management strategies of tourism industry in Taiwan hospitality questionnaire survey” based on related theories in the research has good validity and
reliability; (3) the “organization change of tourism industry in Taiwan hospitality questionnaire survey” based on related theories in the research has good validity and
reliability; (4) the “competitive advantage of tourism industry in Taiwan hospitality questionnaire survey” based on related theories in the research has good validity and
reliability; (5) if tourism industry in Taiwan hospitality can follow the six management theories established in the research, the organization will perform well in
competitive advantages in five forces model and value chain model; (6) if tourism industry in Taiwan hospitality can follow the six management theories established in
the research, the renovation, which includes three phrases-unfreezing, moving and refreezing, in the organization will be run smoothly and organization change could be
successful; (7) if tourism industry in Taiwan hospitality can pass the three phrasesunfreezing,moving and refreezing in the organizational changes successfully and resulted in hotels themselves can succeed in organizational changes, the organization will perform well in competitive advantages in five forces model and value chain
model; (8) the competitive advantages of tourism industry in Taiwan hospitality in five forces model and value chain model depend on not only the direct effects of the
six management theories but also part of the intermediary effects in the three phrases of the organizational changes.
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