文化創意產業在2008年金融海嘯後，被視為第四波經濟動力，許多國家積極推動並以當地文化特色創造出許多產值。台灣文化創意園區形成多元與文化資保存及活化的思維。對於文化資產中的有形資產，除針對建築聚落保存原有建築式樣及適當的修復保存外，近年來的思維也朝向再利用的方式，讓文化資產加值昇華。台灣的文創園區善用閒置空間再利用的概念，將有形文化資產中的建築聚落以文化、創意、產業三者融合再利用方式，透過群聚效應，聚集創意人才、政府政策和資金讓這些閒置空間成為一個複合的場所，用文化創意產出它的價值與產值。台灣文創園區營運管理模式，大致可區分為公辦公營及公辦民營，其中公辦公營的特色為其營運及管理均為公部門所管理，以公私協力的方式將部分業務委託民間單位協力，不只能提升政府治理能力也能促進人民或民間企業參與政府政策的推動。因此本研究選擇中央政府與地方政府採公辦公營模式經營的創業基地為樣本進行研究，分別為文化部文化資產園區1916文創工坊與台中市霧峰光復新村摘星創業基地。
本研究分為兩階段進行，第一階段先藉由深度訪談法兩園區的主管機關以及經營管理單位，藉以了解其營運模式及目標。第二階段再針對營運模式及目標，選擇以「PZB 服務品質模式」與「SERVQUAL」量表為立論依據，經由服務的特性、五大缺口與五大構面22問項去衡量消費者對於園區所提供的服務期望值，旨在針對文化資產園區與光復新村之經營模式與服務品質進行探討與分析，藉此審視其兩者同為公辦公營但不同經營單位的政策主導下，經營模式與服務品質是否有達到當初園區所設立之營運目標並給予相關建議。
經由訪談的結果可以知道，文化部文化資產園區以文化資產為主軸，光復新村以青年創業為主軸，兩個園區皆希望利用舊建築的活化與再利用吸引人潮聚集產生群聚效應，遊客透過參訪園區能了解歷史文化保存的價值。問卷分析結果顯示：遊客普遍對於園區在服務品質中的五個構面，管理層面、品質層面、服務傳遞層面、市場溝通層面及認知心理層面等，所提供的服務均表示滿意，且兩園區營運現況皆能對應至營運目標與定位。唯有文化資產園區在市場溝通層面的宣傳、導覽部分及業者服務品質的部分，男女之間有顯著差異，根據消費者問卷中的問項結果，男性平均皆高於女性，本研究推論造成此差異的原因，應與男女間思考模式不同的性別差異有關，未來也建議針對不同的族群擬定不同改善的策略。而研究結果也顯示：園區的服務品質模式中，每一層面的決策都會影響到園區的發展，且五個層面有著循環的因果關係，園區的經營模式可以依循服務品質模式中的五個層面逐層去檢視園區的定位、決策等，再因著遊客及市場的需求隨時做彈性的調整，使這循環達到完美。

After the financial tsunami in 2008, the Cultural and Creative Industry was regarded as the fourth wave of economic dynamic, and many countries actively promoted output values with local cultural characteristics. Taiwan''s Cultural and Creative Parks have formed a creative intellect which combines cultural heritages preservation with activation. For tangible heritages in cultural heritages, in addition to preserving the original architectural style and restoration for architectural settlements, in recent years, creative intellect has also been focusing on how to reuse, so as to sublimate the value added of cultural heritages. Taiwan''s Cultural and Creative Parks make good “reuse” of idle space. To be more specific, the architectural settlements in tangible cultural heritages are integrated and reused by means of culture, creativity and industry. Through the Clustering Effect, creative talents, government policies and funds are gathered to make these spare spaces become a compound place to produce its value and output value with cultural creativity.
The operation and management mode of Taiwan''s Cultural and Creative Parks can be roughly divided into public-owned and run or public-owned and private-run. One of the characteristics of public-owned mode is that its operation and management are all managed by the public sector. By entrusting some businesses to the private sector through public-private cooperation, the government can not only improve its governance capacity, but also promote the participation of the people or private enterprises in the promotion of government policies. Therefore, this study takes the public-owned business start-up by the central and local government as the sample, which are respectively 1916 workshop in Cultural Heritage Park, Ministry of Culture, and “Reach the Star” startup hub in GuangFu village in Wufeng Dist., Taichung City.
This research is divided into two stages. In the first stage, in-depth interviews are conducted with the competent authorities and Financial & Administrative Department of the two parks in order to gain further insight into their operation mode and objectives. As for the second phase, in view of their operation mode and objectives, choosing “PZB service quality model” and “SERVQUAL” scale as the theoretical basis, and through the characteristic of service,5 gaps and the 22 questions in five dimensions, which measures consumers expectations for the service provided by the park. The study is aimed to discuss and analyze the operation mode and service quality of Cultural Heritage Park and GuangFu village, thereby examine whether the operation mode and service quality of both public-owned parks have achieved the operation goals under the guidance of different operating units.
According to the results of the interview, Cultural Heritage Park takes cultural heritages as the main axis, while GuangFu village takes youth entrepreneurship as the main axis. Both parks hope to attract crowds with the activation and reuse of old buildings to generate the Clustering effect, and tourists can understand the value of historical and cultural preservation through visiting the park. The results of questionnaire analysis show that tourists are generally satisfied with the service provided by the parks in five dimensions of service quality, including management level, quality level, service delivery level, market communication level and cognitive psychology level. Moreover, the operation status of the two parks can correspond to the operation objectives and positioning.
Only in the market communication level of Cultural Heritage Park are there significant differences between men and women in the aspects of publicity, guidance and service quality. Among them, men are higher than women on average. It concluded that the reason for this difference should be related to different thinking mode between men and women. In the future, it is suggested to formulate different improvement strategies for different ethnic groups. In addition, the results also show that every level in the service quality model will affect the development of the park, and with circular causality, the park can follow the five levels of the service quality model to examine the positioning and decision-making, and then make flexible adjustment at any time to meet the needs of tourists and the market, so as to perfect the cycle.