文化創意產業的發展已經是世界各國積極推動的產業。隨著國際的腳步，「文化創意園區」的規劃，也成為我國推動「文化創意產業」的重要政策，以「文創產業」與「群聚空間」的策略，帶動起文化創意產業的發展。2016年，文化部為了能夠審視五大文創園區發展現況，以及探討各園區未來發展方針，特辦理「文化創意產業園區 未來發展公聽會」，聆聽大眾對於文創園區的期待與未來展望，也引起各界對於文創園區定位與存在價值的思考。
由文化部管理的五大文創園區中，臺南文創園區與臺中文創園區是由學術單位進駐或協助經營管理者，從學術研究、文化傳承的角度，如何巧妙整合地方文創能量，並於文化與商業之間達到巧妙平衡的探索，成為本研究的初始動機。因此本研究選取該兩個文創園區為個案研究對象，探討開幕迄今的營運模式及策略。
本研究立基於文創園區5P架構理論，使用個案研究法分析兩個文創園區個案，採用深度訪談法找出文化創意園區經營策略與現況，接著邀請三位學者採用專家會議的方式進行訪談資料的文本分析，進而解構經營管理文化創意園區中所發現的問題，及未來因應對策。

研究結果發現，臺南文創園區因地理位置關係，擁有臺南的深厚文化底蘊，加上文創園區初期定位等政策，營運初期以大量辦活動為主要策略，期待達到推廣之「臺南文創園區」品牌印象。此外，臺南文創園區為定位發展流行音樂文化，南臺科技大學也因此成立國內第一所「流行音樂產業系」，也將創新育成中心進駐於園區內，善用校內跨科系資源，成功串聯起外部文創產業，使得園區儼然形成臺南地區重要的文創媒合平台。臺中文創園區由文化部文化資產局進駐管理，因此特別強化了文化資產與文化創意結合的重要特色。營運模式方面，園區內為文資局自營空間及委外經營兩模式同時存在，更需充分溝通協調，以形成整體品牌印象。2016年7月，臺中文創園區為發展品牌印象，特別利用歷史建築1916文創工坊，邀請來自全臺文創工作者進駐園區，形成文創聚落的氛圍。雖然1916文創工坊目前不到一年的時間，但在短短時間內已辦理了許多活動及策略，成功帶動園區人潮、並帶給消費者煥然一新的園區形象。
除此以外，本研究也經過兩個園區營運模式的個案探析後，認為原由學者潘釔天(2011)所提出的文創園區5P架構，仍有調整精進的空間，其中有關5P中的「文化與創意歷程」，應修正以「文化資源」為主，而創意歷程則是各5P因子之間影響，並成為「創意產出」的路徑。而除了園區5P之外，相關研究亦須同時考量外部因素對於5P的影響，由整體外部環境思維，進而探討與園區5P之間的交互關係。

Cultural creative industry has been a global trend, which is highly supported by many countries. Following the trend, Taiwan has promoted“Cultural Creative Industry” as an important policy by the overall planning of “Cultural and Creative Park,”and the strategy of “Cultural Industry” and “Spatial Clustering.” In 2016, the public hearing held by Ministry of Culture, focusing on reexamining the operation and development of the five cultural and creative park, has gathered operating team and organizations to make clear to the people about the future policy.
Among the five cultural and creative parks, Tainan and Taichung Park has entered and stationed in academical institutions to assist business operation. The cooperation between academical studies and cultural heritage and the balance between culture and commerce, are the main motives for this study on Tainan(TNCCP) and Taichung(TCCIP) Creative Cultural Park.
This study is executed on the basis of the 5p model. The in-depth interview method is adopted for a better understanding of the operation strategy of cultural creative park. Also the information from the interview is analyzed by three invited scholars in the expert meeting.
The result shows that TNCCP has the advantage of location and its abundant culture heritage. In the early phase, TNCCP held many events in order to create the brand image. With the main theme of promoting popular music culture, TNCCP collaborate with Southern Taiwan University of Technology. TNCCP has successfully create a platform for cultural creative industry.
TCCIP is operated under the Bureau of Cultural Heritage, Ministry of Culture. There exist both operating mode, which contains government enterprise and outsource businesses. For this reason, TCCIP developed its brand image by reusing the historical building and created 1916 Cultural Creative Workshop(1916 Workshop.)
After the case study of two cultural creative park,we suggest that the “Process”of 5p model, proposed by Yi Tian, Pan (2011), should be “Cultural Resource”. Since the process of creativity is influenced by each 5p factors, and the result of the influence eventually result in “product”. This study suggests that for future studies the 5p model should also consider the external factors that interact between cultural and creative industries.