從資源基礎理論探討創意城市發展要件之研究 -以日本神戶市為例

Abstract

近年來許多國家開始聚焦無形的資產和國家的魅力作為國家的競爭力。這項趨勢下，2004年聯合國教科文組織(UNESCO)建立了全球創意城市網絡，以鼓勵文化多樣化的社會。2008年，神戶市被UNESCO登錄了在創意城市網路，作為設計之都。1995年神戶大地震發生於日本關西地方，神戶大地震給神戶帶來無法估計的破壞，可是神戶市克服困難而獲得了UNESCO世界創意城市的殊榮。因此本研究透過神戶市作為本論文所選擇的地方案例，闡述創意城市發展的要件以神戶市為主。本研究採用文獻資料分析法探究分析，在瞭解神戶市的歷史與文化及景觀等相關資料，並且，探討資源基礎理論與創意城市理論，進而定義構成創意城市的因素為何，接著透過資源基礎理論來研究神戶市的內部資源、核心能力、競爭優勢與競爭策略，最後分析出本研究的四項研究發現：第一、神戶市所擁有的內部資源為到達本研究提出5個形成創意城市條件：包容、人才、科技、地方特色及組織)的資源；第二、神戶市所擁有的核心能力為吸引觀光客的各式內部資源；第三、神戶市內部的競爭優勢由神戶市擁有的內部資源所形成很高的生活品質；第四、神戶市主要競爭策略為成為設計之都:設計創意城市。

Many nations have put their focus on intangible assets and resource attractions when defining what their national competitive advantage is. In 2004, riding this current trend, UNESCO founded the Creative Cities Network to maintain cultural diversity. In October 2008, Japan's Kobe city was appointed to the Creative Cities Network as a City of Design. On January 17th 1995, an earthquake occurred in the southern part of Kobe's Hyogo prefecture. The Kobe earthquake caused a significant number of houses to collapse, but Kobe city overcome these difficulties and in October 2008, was appointed to the Creative Cities Network of Design. It is exactly of this resilience shown by the city of Kobe that the research presented in this thesis focuses on Kobe as an example of how a creative city develops. The research introduces “literature review analisis”, “case study” to conduct analysis. The focus of the literature review is on understanding the background, geography, cultural facilities, landscape and other related information regarding Kobe city. Resource Basement View Theory and Creative City Theory are utilized here to define what factors make up a Creative City. Resource Basement View Theory is also used to investigate the city's internal resources, core capabilities, any competitive advantages as well as competitive strategies. Finally, all the results were integrated to derive four findings: first, The research finds that internal resorces in Kobe city achives five terms that Creative City need; second, Kobe’s core competencies is an attractive power that various internal resorces in Kobe city attracts many tourists; 3rd, Kobe’s competitive advantage is high quality of life that internal resource in Kobe city forms; fourth Competitive strategy is the Creative Cities Network as a City of Design.