從谷底翻轉—服務主導邏輯的價值共創：以臺中市的C國小為例

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題名:	從谷底翻轉—服務主導邏輯的價值共創：以臺中市的C國小為例 Bottom Rebound─Value Co-creation of Service Dominant Logic：A Case Study on C Elementary School in Taichung City
作者:	張家馨 CHANG, CHIA-HSIN
貢獻者:	經營管理學系
關鍵詞:	服務主導邏輯;服務創新;價值共創;願景領導 Service Dominant Logic;Service Innovation;Value Co-creation;Visionary Leadership
日期:	2022-05-27
上傳時間:	2022-10-28 08:13:48 (UTC+0)
出版者:	亞洲大學
摘要:	少子化問題，加上家長逐漸重視自身之教育選擇權，對於教育品質要求愈來愈高，使得過去公立國小仰賴學區保障的入學制度，不再是實際就學人數的保證，學校能夠爭取家長選擇及學生就讀，成為必須認真面對的課題。過去相關研究多以單一影響因素或理論闡述進行討論，少有完整系統觀點及實務驗證。本研究目的在於提出一套公立國小經營管理的系統模式，提供學校領導者全面性的掌握發展契機及改變動能，帶領學校優質轉型。本研究以臺中市一所翻轉成功的公立國小─C國小為對象，蒐集現場觀察及多重證據來源資料，以質性方式進行個案研究。透過文獻彙整及實證，以願景領導聚焦方向與目標，導入服務主導邏輯，透過系統化的服務創新模式，形成具有品牌意識的價值迴圈，重新贏得家長信任及選擇，進而價值共創，願景實踐。最後，研究結果歸納出10套系統化服務創新模式，包括課程、學習、師資、資源、空間、管理、品質、品牌、行銷、招生等，期能為公立國小領導者提供具體有效的經營管理行動方案。 Due to the impact of declining birthrate and increasing attention to school selection and higher demand on education quality from parents, the entrance system of public elementary schools, which is used to depending on school districts division, is no longer a guarantee of registration. How to strive for the approval from parents and students has become a serious issue that a public elementary school has to face. However, related previous researches used to focus on single impact factor or theory, complete systematic perspectives and validation of actual evidence are still lacking. The purpose of this research is to propose a systematic management model of public schools, so the school leaders can take the full advantages of development opportunities and energy of change; furthermore, to promote superior school transformation. Based on C public elementary school in Taichung City, which has successfully reached bottom rebound, this research carries on qualitative case study through collecting onsite observation and multiple evidence resources. Through literature review and validation, the direction and purpose are focused by visionary leadership, importing service dominant logic to form a value loop of brand awareness through a systematic model of service renovation. Therefore, parents’ trust and selection can be regained while the value can be co-created and the vision implemented. At last, ten sets of systematic service renovation models are inducted by the research results, including curriculum, learning, teachers, resources, space, management, quality, brand, marketing, and recruiting. These provides public school leaders with a specific and effective management act.
顯示於類別:	[經營管理學系 ] 博碩士論文

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