從文化治理觀點建構新北市城市行銷策略

Abstract

自第二次世界大戰以來，隨著全球經濟體系的擴展與資訊通訊科技的迅猛發展，「全球在地化」（Glocalization）成為政治空間重組的重要動力，賦予城市在全球體系中的重新定位。城市不僅作為經濟成長的節點，更日益扮演國家形象與對外溝通的政治代理角色，藉由「城市行銷」策略爭取國際能見度與政策資源。城市逐漸突破傳統國家治理的邊界限制，成為具有相對自主性的行動主體，並於區域治理、政策制定與文化實踐層面，展現其主導與調節功能。城市因此不僅是治理空間的場域，更逐步轉化為具有治理能力與象徵權力的政治實體。縱觀臺灣「城市行銷」相關論文，一般較偏向城市行銷專案、節慶、特殊場域、場館或文創商品的研究，較少長期、縱貫性、概念性的研究。此外，部份相關研究缺乏深入的討論與分析，對於理解城市行銷計畫的實施與價值意義具有侷限性。本研究可彌補此部分的缺憾，又鑒於地方政府端的第一手資料取得困難，將使本研究更具價值。再者，蔡翼擎、張惠真、謝佳昕、黃怡臻（2016）研究曾指出，「政府」在建構「城市行銷」競爭優勢中，扮演的角色最為重要。學者葉思吟（2011）亦曾探討執政首長對「城市文化」的影響。 又因新北市自改制以來皆為單一政黨（國民黨）執政，且在「城市行銷」領域具優異表現，較易檢視「政黨」對「城市行銷」的影響性，故本研究選擇新北市為「個案研究」對象。本研究採用王志弘「文化治理」概念為主軸，認為「文化治理」為「藉由文化以遂行政治與經濟（及各種社會生活面向）之調節與爭議，透過各種程序、技術、組織、知識、論述和行動等為操作機制而構成的場域」，將「文化政策」視為「文化治理」的重要執行工具，「城市行銷」相關政策與舉措亦為「文化治理」的重要執行工具。本研究並承續王志弘「空間政治」的思想脈絡，著重觀察檢視利害關係人間的關係、互動與衝突。本研究主要採用文獻分析及深度訪談法進行質化研究，共採訪包含城市行銷相關主管、城市行銷企劃與執行人員、相關學者等八位。研究發現，一、新北市城市行銷發展策略仍在建立中，歷任首長雖有部份想法，但在臺北市「衛星城市」的既有概念下，如何突顯新北特色仍是一項重要的議題。二、新北市的城市行銷，若從文化治理觀點分析，呈現「上對下」、「下對上」兼具的兩種模式，對於「有組織」的利害關係人合作較為密切，並容易產生效益。但若以公民社會，公民參與文化治理的角度看來，確有值得努力的空間。三、首長政黨取向會部份影響採用城市行銷 / 文化治理取向，但以一般情況下，並不顯著。Since the end of World War II, the expansion of the global economic system and the rapid advancement of information and communication technologies have profoundly challenged the traditional political logic based on the nation-state. Within this context, glocalization has emerged as a critical force in the restructuring of political space, enabling cities to reposition themselves within the global system. Cities now function not only as nodes of economic growth but increasingly as political agents representing national identity and engaging in international communication. Through strategies of city branding and urban marketing, cities seek to enhance their global visibility and attract policy resources. Cities transcend the traditional limits of national governance, evolving into relatively autonomous actors with growing influence in regional governance, policy-making, and cultural practices. As such, cities have become not only arenas of governance, but also political entities endowed with governing capabilities and symbolic power.A review of scholarly literature on “city marketing” in Taiwan reveals a tendency to focus on specific city marketing projects, festivals, unique locales, cultural venues, and cultural products. However, there is a notable lack of longitudinal, conceptual, and systematic research on the subject. Additionally, some existing studies offer limited in-depth discussion and analysis, which restricts understanding of the implementation and value of city marketing initiatives. This study seeks to address these gaps. Given the challenges of accessing first-hand data from local governments in this study is particularly valuable. Furthermore, prior research by Tsai, Chang, Hsieh, and Huang (2016) has identified the government as the most critical actor in shaping competitive advantages in city marketing. Similarly, Yeh (2011) has examined how political leaders influence city culture. Since New Taipei City has been governed by a single political party (Kuomintang) since its administrative reorganization and has demonstrated notable performance in city marketing, it provides an appropriate case for examining the influence of political party governance on city marketing. Thus, this study selects New Taipei City as its case study.This study draws primarily on Wang Chih-hung’s concept of cultural governance, which he defines as a field constituted by mechanisms—such as procedures, technologies, organizations, knowledge systems, discourses, and actions—through which culture is used to regulate and negotiate political, economic, and social life. Within this framework, cultural policy and city marketing policies are seen as key instruments of cultural governance. The study also builds upon Wang’s theorization of spatial politics, with a focus on analyzing the relationships, interactions, and conflicts among stakeholders.Methodologically, this research employs qualitative methods, including document analysis and in-depth interviews. A total of eight individuals were interviewed, including city marketing officials, project planners and implementers, and relevant scholars. The key findings of this study are as follows: 1. The model and strategy of city marketing in New Taipei City are still under development. Although successive mayors have introduced various initiatives, the prevailing perception of New Taipeias a “satellite city” of Taipei poses challenges to distinguishing its unique identity.2. From the perspective of cultural governance, city marketing in New Taipei City exhibits both top-down and bottom-up approaches. While collaboration with well-organized stakeholders tends to be effective and beneficial, there remains significant room for improvement in fostering civic engagement and participation in cultural governance.3. While the political orientation of local leaders may influence the adoption of city marketing and cultural governance approaches to some extent, its overall impact is generally not significant under normal circumstances.