| Summary: | 碩士 === 開南大學 === 觀光與餐飲旅館學系 === 103 === Historic monuments are commonly agreed as national assets with immense value. The Taiwanese Government seems unexceptional to this cosmopolitan trend. Conserving historic landmarks and bringing the ancient building back to life have, indeed, been widely recognized as Taiwan’s backbone of its cultural policy. One point worthy of note is apparently that, when governments outsource their projects of the historic monuments, the norms to regulate the historic space are much stricter than those to the general spaces. In other words, to what extent project managers are aware of those laws concerning historical monuments has become a key to successful outsourcing.
The main purpose of this study in the above context were subsequently twofold. First, it sought to shed light on the relations between the managers’ perceptions of the norms regulating the renaissance effort of historic space and their room of maneuver. Second, it unraveled difficulties confronting the project managers, given the approved budgets.
Directed by these purposes, this research explored the renaissance effort of Art Salons, Taipei ZhongShan Hall, Taiwan, as a case study, focused upon the management of Director Ming-ling Tsai’s Café Galerie. After having a literature review and in-depth interviews, it came up with the finding that how to revive and manifest cultural values of the historic monuments on the one hand, and how to address administration pressure, on the other hand, constituted two noticeable perceptional gaps between the contractors and contractees of the outsourcing projects of the Café Galerie. Meanwhile, it seemed that joint effort had to be made to strike a balance among commercial behavior, cultural values and social education with a view to increasing public utilities of historic monuments in Taiwan. This balanced effort seemed particularly relevant in the earlier programming stage, when the Government began to analyze and evaluate potential contractors interested in outsourcing project of historic monuments.
The conclusion part of this research intuitively ended with two policy recommendations. To start with, a clear objective is in need. To increase functional utilities of historic monuments, we need to have clear objectives either in profitable business or in conservation of cultural values. Also, to succeed in stated objectives ahead, we have to discriminate qualified contractors among the project contenders. In the second place, project managers may be advisable to be equipped with the concept of law concerning historic monuments. This research was of the view that the two sides of the outsourcing project—contractors and contractees—well versed in government proceedings and laws related to historic monuments could effectively reduce conflictual perceptions in performing the revival of historic monuments.
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