Co-Opetition Strategy Model of Hakkanese Culture Relics Museums

Transcription

1 International Journal of Management Sciences Vol. 5, No. 1, 2015, Co-Opetition Strategy Model of Hakkanese Culture Relics Museums Maw-Cerng Lin 1 Abstract Hakkanese culture relic s museums are cultural centers of Taiwanese counties and cities but also venues for olding cultural activities. Te museums collect and revitalize local cultural resources. Tey can act as local museums, sow alls or exibition alls, and bring ob opportunities and economic benefits; owever, many museums are restricted to existing spatial planning, or ave insufficient space or cannot meet needs in response to diversified development trend. Even worse, some of tem museums lack management and ave weaknesses after going into operation. In order to understand current situations and future development trend of Hakkanese culture relics museums of Hualien County Government of Taiwan, tis study conducted literature collection, review and analysis. It also adopted bottom-up model and interactive model in local informal discussion, worksops and in-dept interview so as to deeply discuss internal and external environment of te Hakkanese culture relics museums, and collect industrial, governmental and academic opinions. We also conducted qualitative and quantitative analysis, SWOT analysis, TOWS analysis, Analytic Network Process and BCRU (Te Business model of Culture Relics Museums) establised by using SAW to analyze external environment and treats of te Hakkanese culture relics museums, and deduce WT strategies, WO strategies, ST strategies and SO strategies of Hakkanese culture relics museums. Te BCRU is feasible after numerical example and expert discussion. It can be used in empirical analysis of te Hualien Hakkanese culture relics museums in Taiwan, providing reference for formulation of business strategies of oter Hakkanese culture relics museums in Taiwan or oter similar cases in oter countries. Keywords: Taiwan, Hakkanese culture relics museums, Co-opetition strategy, MCDM 1. Introduction As te Hakka culture awareness continuously increases, te Taiwanese government establised Hakka Affairs Commission in 2001 to actively promote Hakka Culture Revitalization Program and revitalize Hakkanese culture relic s museums. Since ten, Hakkanese culture relics museums are establised constantly in Taiwan. By te end of 2013, number of museums wit Hakka culture teme approved by te Hakka Affairs Commission, registered, opened or under construction reaced 80 (Hakka Affairs Council, 2011). Hakkanese culture relics museums are te place of olding Hakka culture activities. Tey can conserve and revitalize geograpical, cultural and istorical resources, and act as community museums, sow alls or exibition alls for Hakka people. Tey also bring ob opportunities and economic benefits (Hualien County Government, 2010). After review of te government policy on promotion of vacant space reuse, it can be found tat some Hakkanese culture relics museums are restricted to existing spatial planning, or ave insufficient space or cannot meet needs in response to diversified development trend, and even some of tem lack management and ave weakness after going into operation. To respond canges in Hakka culture and social structure, te policy on Hakka culture as been sifted from establisment of Hakkanese culture relic s museums to te concept of integrating cultural living environment so as to utilize te surrounding facilities and resources of Hakkanese culture relic s museums. 1 Assistant Professor, Graduate Institute of Hospitality and Tourism Management, Taiwan Hospitality & Tourism University, Taiwan 2015 Researc Academy of Social Sciences ttp:// 85

2 M. C. Lin Te tourism industry is also called "smokeless industry". Nowadays, te leisure tourism as played increasingly important role in te world. Leisure tourism prevails in various countries, wic use natural and cultural resources to actively develop te tourism industry. According to te analysis report publised by World Travel & Tourism Council (WTTC) in 2013, output value of te global tourism industry reaced 6.63 trillion USD 2, accounting for 9.3% of global GDP (Gross Domestic Product) in It was estimated tat output will be trillion USD in 2023 wit composite annual grow rate of 4.4% 3 (WTTC, 2013). Te tourism industry as become te second global largest industry. Te researc data sow te tourism industry as become te first source of te foreign excange for many countries. In te single state economic performance, it as played an important role (Lin, 2013). In order to understand current situations and future development trend of te Hakkanese culture relics museums, tis study collected, summarized and analyzed te literature, and used bottom-up model and interactive model in informal discussion, worksops and in-dept interview to discuss internal and external environment of te Hakkanese culture relics museums and collect industrial, governmental and academic opinions. We also conducted qualitative and quantitative analysis, SWOT analysis, TOWS matrix, Analytic Network Process and te decision model establised by using SAW to analyze external environment, opportunities and treats, internal environment, strengts and weaknesses and deduce co-opetition strategy, providing reference for future development of Hakkanese culture relics museums. 2. Literature Review Various tourism activities can attract public participation, so as to revitalize cultural tourism and fully use facilities Dept and connotations of local tourism industry also need to be improved troug culture. Tus, troug literature review te main dimensions can be summarized as follows. Cultural Tourism and Etnic Tourism United Nations Educational, Scientific and Cultural Organization (UNESCO) defined Cultural Tourism as one type of tourism activity involving cultural environment, including landscape, visual and performing arts and life style in oter special areas, traditional value, event activities and cultural excange. In order to revitalize culture, we sould develop tourism activities to attract public participation. Dept and connotations of local tourism industry sould be improved troug culture; te tourism needs culture to enric its connotations wile culture also needs tourism development to acieve its economic value (Yen, 2008; Huges, 1995; Mckercer et al., 2006; Cloke et al., 2002; Rogerson, 2002). In addition, festival activities in te etnic tourism and cultural tourism are two sides of te same coin, and are prevailing in te world. In recent years, te cultural tourism as gradually become a trend of tourism industry, drive of improving residential life quality, and prime assets to strive for internal investment and attract tourists. However, tis situation is not spontaneous, and is designed and operated manually. Tourists visit istorical sites or festival activities because tey are attracted by te local cultural landscape or special culture (Lu, 2011; Huges et al., 2005; Nuryanti, 1996; Carter et al., 2002). Te cultural tourism is te subset of tourism concerned wit a country or region's national customs, religious rites, folk arts, traditional skills, and various cultural activities in different spaces and time, and sows features of all cultural activities for te tourists (Adams, 1995; Yang, 1993; Ondimu, 2002; Van den Berge, 1992; Cang et al., 1999). Hakka Culture and Tourism Industry Hakka culture is generic terms of unique material and spiritual culture of Hakka people, and lifestyle of te Hakka etnic group; Hakka culture features of various places refer to te resources wic constitute or symbolize special image or spiritual representation of te places, including te nature, ecology, culture, special local products, and festival activities (Lu, 2011). Te etnic group culture is irreplaceable, and it is 2 Te output value of te global tourism industry was 5.99 trillion in 2011, accounting for 9.6%of total GDP. 3 Compound Annual Growt Rate (CAGR) means annual growt rate of an investment witin a specified period. 86

3 International Journal of Management Sciences te most attractive and unique cultural features of te places. Te cultural image is te first task of Taiwanese Hakkas villages and towns, suc as Hualien Fenglin, Hsincu Beipu and Xinpu, and Kaosiung Meinong. Tey ave vivid and unique Hakka culture, and are well-known Hakka villages and towns. In order to effectively promote Hakka cultural tourism, te local features sould be developed (Lu, 2011; Oliver et al., 2003; Teo et al., 1997; Unaya et al., 2012) to create beauty of Hakkanese culture relics museums; te local features can be used to create festival temes; Falassi (1987) considered festivals are cultural events or social penomenon. Tus, a region wic develops tourism must ave unique style, regardless of etnicity, language, buildings, customs or festival activities so as to attract large number of tourists (Getz, 1991; Peter et al., 2000) (Getz, 1991; Peter et al., 2000). Willim (1997) and Cole (2006) considered festival is a teme activity celebrated by many people, and can elp create community features and sense of identity of local residents; Quinn (2009) indicated features of festivals and celebrations are important because festivals and celebration activities are important ceremonies wit long istory and namely tey are cultural customs. Tus, in development of "cultural tourism" te Hakka villages and towns need to use local resources and festivals and conduct man-made design and packaging of Hakkas teme to acieve te possibility tat tere are features and attractions everywere. Te tourism includes not only traveling, and appreciating beauty of te rivers and mountains but also as economical, education, social and cultural implications. It is a ealtful leisure activities and cognitive tourism (Yang, 1993; OECD, 2009). Hakka Elements and Marketing Promotion of cultural tourism is one of te metods to protect local culture. Te main purpose is to make tourists understand te local culture and local people identify teir own culture, and strengten te local coesion (Lin, 2003; Oliver, 2003; Williams, 1991). Furter, existing museums or landscape resources are not enoug in development of Hakka cultural tourism; tus, Hakka tourism industry can be developed by using Hakka elements in cloting and life utensils, and music, life pattern and festivals and integrating Hakka tourism industry, leisure, traveling wit rural life to regain lost lifestyle and customs, beliefs, industry, arts and literature and songs. Furter, features of Hakka life can be developed troug te diversified management. Tis can boom local economy and increase farmer income. Joint efforts are made to create ig-quality Hakka tourism environment. Currently, many regions ave implemented cultural tourism marketing, and quite a few of tem acieved success. However, eac region as teir different resources. Te successful cases cannot be simply copied (Busby et al., 2001; Kozak, 2001). Management and planning of travel route in te etnic tourism derived from Hakka elements can be ointly cooperated by travel agencies, and te local resources can also be utilized. Te tourism is combined wit te local industry activities; Uysal & Hagan (1993) considered te sort-term festivals wic use local cultural resources and cultural assets can enance local tourism brand image and attract more tourists. Consumption in tese festivals can promote local economic development (Glickman, 1997; Besculides et al., 2002; Cole, 2007). Tus, te Hakka elements can be integrated into independent and oint operation plans of Hakkanese culture relics museums of Taiwanese local governments. Application of Strategic Management Natural selection is natural law. It is also applied to business organizations. How enterprises survive and are not eliminated by te environment is a concern of enterprise organizations. Due to national financial difficulty, Hakkanese culture relics museums also face te problem; in order to activate Hakkanese culture relics museums, one set of rigorous and integrated plan is needed. Te strategic management is one of te most suitable metods. After review of te strategic planning literature, we can deduce effective strategy analysis tools: SWOT and TOWS matrixes: (1) SWOT analysis: SWOT analysis can elp understand and determine business strategy suitable for organizations, and strengts, weaknesses, opportunities and treats (Proctor, 1997). Te external opportunities and treats mean positive and adverse impacts of society, economy, population, culture, politics, environment and laws on businesses; te internal strengts and weakness mean controlled 87

4 M. C. Lin activities of te businesses and implementation effect, suc as software and ardware of te businesses. SWOT analysis was originally applied to formation of corporate strategy (Weiric, 1982), and now as been widely used to form overall strategy of corporate enterprises (Weiric, 1993; Proctor, 1997; Proctor, 2000), industrial strategy analysis (Lin, 2001; Cao, 2009; Hsu, 2012; Beckmann, 2014), or strategic planning of te industries of tourism and ospitality (Ramos, Salazar and Gomes, 2000; Wang, 2006, Kuo, 2011). (2) TOWS matrixes derivation and multicriteria decision making teory: TOWS matrix was proposed by Weiric in Based on SWOT analysis results, TOWS (treats, opportunities, weaknesses and strengts) matrix matcing tool is used to confirm and establis four types of strategies troug logical derivation and links (Weiric, 1982): (1) SO strategies; (2) WO strategies; (3) use internal strengts of museums to avoid external strengts and treats (ST strategies); (4) minimize internal treats of museums, and avoid external weakness and treats (WT strategies). For more details, see Figure 1. 1.Opportunity (O) 2. (list opportunity) 1.Treats (T) 2. (list treats) 1. Strengt (S) 2. (list strengts) SO Use strengt to take advantages of opportunities (Max.- Max.) ST Use strengt to avoid treats (Max.- Min.) Figure 1, TOWS Matrix Derivation Principle Source: David (1997). 1. Weakness (W) 2. (list weakness) WO Use opportunities to prevent weaknesses (Min.- Max.) WT Minimize weakness to avoid treats (Min.- Min.) Te findings obtained in te recent 10 years sows SWOT is combined wit TOWS matrix to deduce effective strategic planning required for individual cases. For example, Cen (2003) conducted integrated analysis for organizational structure, environment, tecnologies and strategies of Cungwa Telecom; also Cen (2011) conducted SWOT analysis to analyze strengts, weaknesses, opportunities, and treats of management transformation of Yuemei Sugar Refinery, and next used TOWS strategic matrix to find te effective strategy suggestions. However, strategy suggestions were not prioritized. Tis study used Analytic Network Process of Multicriteria decision making and BCRU (Te Business model of Culture Relics Museums) establised using SAW 3 coupled wit SWOT and TOWS for co-opetition strategy planning of Hakkanese culture relics museums. Te analysis tools are practical and effective. 3. Model and Hypoteses Conceptual In Taiwan, most Hakkanese culture relics museums ave bad management and are empty. Te central government and local government make every effort to solve te problem left over by istory. Tis paper is one part of oint operation plan of Hakkanese culture relics museums in Hualian County, and te researc logical structure and flow cart is sown in Figures 2 and 3. After te problems and demands are known, tis study collected te relevant literature, visited local personalities, eld informal discussion, and visited and investigated te museums to know te management problems of te Taiwanese Hakkanese culture relics museums, and conceive revitalization of Hakkanese culture resource development. It is divided into two dimensions "conservation and reuse of Hakka culture assets and transmission and re-development of Hakkanese arts and culture resources. From te perspectives of umanities, culture, geology, landscape and industry's, te future business strategy can be oriented. From te perspective of umanities, enance organization's operation strengts, effectively train local groups", and encourage part-time ob of unior college students; from te perspective of 88

5 International Journal of Management Sciences culture, community cultural festival researc and development, investigation and researc of community culture and istory and "researc results promotion and publications" are recommended; from te perspective of geology and landscape, revitalize local museums, reuse old buildings and conduct culture space construction and management ; from te perspective of industry, encourage cultural and creative industry and provide special local products and souvenir and museum culture DIY experience. For details, see Figure 4. Problem Define scope of researc and limitations Logical structure Processing Conclusions and suggestions Figure 2 Researc logical structure cart Define researc scope of Hakkanese culture relics museums in Hualian County SWOT analysis of museums: Analysis of internal operating condition -- find strengts of museums -- find weakness of museums External environment analysis -- find opportunities of museums 1. Literature review 2.Basic investigation of te museums 3. Have an informal discussion 4.Visit te museums 5. Community participates in worksop -- find treats of museums TOWS matrix derivation of museums: Summarize strategy type for selection Discuss and formulate museums strategies SAW+ ANP assessment metod-strategy priority Conclusion and suggestions Figure 3: Researc process flow 89

6 M. C. Lin Humanities 1. Enance organization's operation strengt. 2. Effectively train local groups. 3. Encourage part-time ob of unior college student. Conservation and reuse of Hakka culture assets Continue and deepen Culture 化 1. Community cultural festival researc and development. 2. Investigation and researc of community culture and istory. 3. Researc result promotion and publication. 3. 研究成果推展与出版 Transmission and redevelopment of Hakkanese arts and culture resources Geograpy Landscape n 1. Revitalize local museums. 2. Reuse old buildings. 3. Culture space construction and operation. Industry 1. Encourage cultural and creative industry. 2. Provide special local products and souvenirs. 3. Museum culture DIY experience. Based on SWTO analysis results and TOWS matrix derivation principle, TOWS (treatsopportunities-weaknesses-strengts) matrix matcing tool is used to confirm and establis co-opetition strategies of Taiwanese Hakkanese culture relics museums troug logical derivation and links: tere are four types of co-opetition strategies: (1) use strengts of te museums to take advantage of external opportunities (SO strategies); (2) use external opportunities of te museums to overcome internal weaknesses (WO strategies); use internal strengts of te museums to avoid external treats (ST strategies); (4) minimize internal weaknesses of te museums to avoid external treats (WT strategies). Te four coopetition strategies are prioritized by using Analytic Network Process of Multicriteria decision making and SAW. Hypoteses Figure 4: Concept for innovation and revitalization of Hakka culture resources It is assumed tat Hakkanese culture relics museums in Hualien country ave An k feasible strategies, te weigt of eac criterion C decided by te review committee member is w (=1, 2,, m), and te score of feasible strategies under C assessment criterion is r e ; for te MCDM problems (Multiple Criteria Decision Making), te feasible strategies of Hakkanese culture relics museums can be investigated and assessed toug te following decision matrix, providing reference. 90

7 International Journal of Management Sciences Table 1 Assessment Form of Feasible Business Strategies of Hakkanese Culture Relics Museums Feasible strategies C 1 C 2 C 3 w C w C m A 1 A 2 w1 w2 3 r11 r r r r 1 r21 r22 23 r 2 r 2 m : : : : : : A e r r e1 e2 r e3 e w m r 1 m r rem : : : : : : r r Ai k ri k 1 ri k 2 i k 3 Model and Procedure Step 1: Composition of decision making group According to field and complexity of decision problems, te decision making group consists of five relevant competent departments, five scolars, five operators, five local persons and five visitors. Step 2: assess system establisment According to te literature review, interview of decision group members and brain storming, system elements affecting te decision problems can be found. Te business strategies of Hakkanese culture relics museums are wide and complicated, and tus an inclusive and flexible approac must be used. ANP (Analytic Network Process) can solve dependence and feedback between elements in complicated decision problems. Meanwile, it can collect most expert opinions. Next, consistency ceck can be conducted to sow comparison between criterions by experts and find weter tey are consistent and logic, as sown in Figure 5. i k r ik m Assessment Dimensions D 1 D 2 D n Assessment Criteria z C 2 C 3 C Business Strategy S 1 S 2 S nk Step 3: Questionnaire design and investigation Based on te assessment ierarcy structure, upper element of eac element serves as assessment bencmark. Experts of te decision group identify relative importance of elements. Step 4: integration of expert preference Figure 5 Assessment arcitecture It is assumed tat number of experts of te decision group is R. Based on te establised ierarcy structure, importance of elements on eac layer sall be identified. In pairwise comparison of n elements, eac expert can obtain one pairwise compassion matrix A ( 1,2,..., R) : 91

8 A M. C. Lin a, ii' 1,2,..., n) (1) ii' Eac expert as different cognitions for problems, and te obtained udgment values of pairwise comparison are different; tus, te expert preference can be integrated. Normally, geometric metod and maority decision are used. In tis plan, geometric metod is used. In tis study, te geometric metod is used to integrate experts' udgment values in pairwise comparison wic meet consistency. Te integrated pairwise comparison matrix A is were, a ii' A (2) 1/ R aii ' aii', ii' 1,2,..., n 1 Step 5: Establis pairwise comparison matrix and calculate weigt of eac element Judgment of relative importance between m assessment criteria is taken as an example. It is assumed tat comparison of importance of assessment criteria C and C, and te udgment result of review committee member are denoted by (b) (a) w c i c w i and c w i, ten c / w, i i 1 (4) c w i is assigned wit 1-9 assessed values as per te importance. According to te above comparison, m m pairwise comparison matrix te elements are as follows: (a) 1, i, (5) Step 6: consistency test (b) (c) At last, maximum eigenvalue calculated. were W w w,..., w T 1, 2 m c d c i d c i d c i max D W c w i, i, (6) c / d, 1 (7) i of matrix c (3) Dc can be establised, and D and te corresponding eigenvectorw can be W (8) max is te obtained weigts of te m goals after udgment of te review committee member. D c is positive reciprocal matrix, and tus D c as one maximum eigenvector max, and te oter eignevalues are 0. Teoretically, max sall be equal to m. Te subective udgment may cause inconsistency, and tus max is often greater tan m. Due to tis nature, consistency index CI can be used to measure consistency of udgment by te decision makers, i.e. m/ m 1 CI (9) max 92

9 International Journal of Management Sciences WenCI 0. 1, it can be regarded tat subective udgment of review committee members ave consistency (Saaty, 1980). member. Step 7: Supermatrix Operation W is vector of goal weigt subectively identified by te review committee In order to solve dependence between elements in te problem structure, ANP uses super mtrix calculate relative weigts of te elements. Te super matrix consists of many sub-matrices. Te submatrices are pairwise comparison matrices obtained in te Step 1. If no correlation exists between elements, pairwise comparison values of te sub-matrices are 0. In tis plan, te assessment and assessment criteria ave external dependence, and te sub-matrix C represents pair wise comparison matrix of assessment criteria at assessment level. Te sub-matrix D represents pair wise comparison matrix of assessment level based on assessment criteria; if internal dependence exists between assessment criteria, sub-matrix of pair wise comparison is denoted by E; if no dependence exists between assessment criteria, te sub-matrix is 0. Te un weigted super matrix W consists of te above sub-matrices. A converged limit value lim A can be obtained by multiplying matrices to solve dependence between te elements. Te limit value is te finally determined weigt, i.e. relative weigts between elements (Saaty, 1996). k 2k 1 W ' 0 C D E Step 8: Calculate relative weigts of feasible strategies Based on eac assessment criterion, te importance of feasible strategies is compared, and pairwise comparison matrices are establised. Te preference is integrated to determine maximum eigenvalue and te corresponding eigenvector. Accordingly, te relative weigts of te feasible strategies can be determined. Step 9: Decide optimal strategy Te optimal strategy can be udged by using Desirability Index (DI). Te desirability index of feasible strategy DI i i 1,2,, n. were, A can be expressed by i DI i m S m i 1 1 R W, i S i : weigt of te i feasible strategy under te assessment criterion. R : relative weigt of te assessment criterion. W i : relative weigt of te i feasible strategy under te assessment criterion. i Tus, te feasible strategy wit te igest desirability index is te optimal business strategy of Hakkanese museums, and it is denoted by A * A Assessment level Assessmentcriterion * A. i DIi max imumdik k1,2,, n (12) (10) (11) 93

10 4. Application M. C. Lin It is assumed te local government intends to propose business strategies of Hakkanese cultural museums, and four periods O= { O 1, O 2, O 3, O 4 }, tree assessment dimensions D= { D 1, D 2, D 3 } and five assessment criteria C= { C 1, C 2, C 3, C 4, C 5 } and tree feasible business strategies S= { S 1, S 2, S 3 } are considered. It is assumed te external dependence exists between te four periods and te assessment; te external dependence also exists between assessment and assessment criteria; te internal dependence exists between assessment criteria. It is assumed te local government selects te optimal business strategy. Step 1: Define decision problem and composition of te decision group Te decision problem is selection of business strategies wit dependence and multiple criteria. In order to simplify te calculation, te decision maker is te local governor. Step 2: Problem structuring Te network ierarcy structure of decision problem can be establised based on te assessment criteria, feasible business strategy and dependence. For details, see Figure 6: Plan Period O 1 O 2 O 3 O 4 Assessment Dimensions D 1 D 2 D 3 Assessment Criteria C 1 C 2 C 3 C 4 C 5 Business Strategy S 1 S 2 S 3k Figure 6Assessment arcitecture Step 3: questionnaire design and investigation We can conductquestionnaire survey to know preference of te local governor. Step 4: establis pairwise comparison matrix, and calculate weigt of eac element. It is assumed at assessment levels D 1, D 2 and D 3 te udgment results of te local governor in pairwise comparison of C 1, C 2, C 3, C 4, C 5 are sown in Tables 2, 3, and 4. Table 2: Pairwise comparison of C 1, C 2, C 3, C 4 and C 5 at D 1 D 1 C 1 C 2 C 3 C 4 C 5 Eigenvector C C 2 1/2 1 1/ C 3 1/ C 4 1/5 ½ 1/ C 5 ¼ 1/3 1/ max =5.142; CR=

11 International Journal of Management Sciences Table 3: Pairwise comparison of C 1, C 2, C 3, C 4 and C 5 at D 2 D 2 C 1 C 2 C 3 C 4 C 5 Eigenvector C 1 1 1/2 1/3 1 1/ C /2 3 1/ C C 4 1 1/3 1/3 1 1/ C / max =5.173; CR=0.026 Table 4: Pairwise comparison of C 1, C 2, C 3, C 4 and C 5 at D 3 D 3 C 1 C 2 C 3 C 4 C 5 Eigenvector C / C 2 1/2 1 1/ C C 4 1/7 1/2 1/9 1 1/ C 5 1/5 1/3 1/ max =5.113; CR=0.018 Step 5: consistency test From Tables 2, 3 and 4, CR of te tree pairwise comparison matrices is 0.031, and respectively. Tis indicates udgment of te local governor as consistency. Likewise, consistent CR of oter pairwise comparison matrices can also be determined; if CR is greater tan 0.1, te governor is required to correct te udgment till all te results ave consistency. Step 6: Supermatrix operation In Tables 2, 3 and 4, te corresponding eigenvectors of te tree maximum eigenvalues are weigts of assessment criteria at eac assessment level after normalization. After te tree weigt vectors are integrated, relative weigt matrices A of five assessment criteria at te assessment level can be obtained: D 1 D 2 D 3 C C A=C C C Likewise, te relative weigt matrices of te pairwise comparison at different assessment criteria can be denoted by B. Te dependence between planed period and assessment level can be denoted by C and D. Te internal dependence between assessment criteria can be determined by pairwise comparison of assessment criteria; if tere is no dependence between two assessment criteria, te weigts can be denoted by 0. Accordingly, it is assumed tat no dependence exists between assessment criterion C 4 and oter assessment criteria wen te assessment criterion C 3 is used as main bencmark. Te pairwise comparison results are sown in Table 5. 95

12 M. C. Lin max =4.183; CR=0.021 Table 5: Comparison analysis at assessment criterion C 3 C 3 C 1 C 2 C 4 C 5 Eigenvector C /6 1/ C 2 1/5 1 1/7 1/ C C / Likewise, pairwise comparison matrices are determined at assessment criteria C 1, C 2, C 4 and C 5 as bencmarks. If C 4 is used as main bencmark, no dependence exists between C 5 and oter assessment criteria; after weigt vectors are combined, te relative weigt matrix E can be determined. C 1 C 2 C 3 C 4 C 5 C C E=C C C After sub-matrices A, B, C, D and E are integrated, te unweigted supermatrix W ' can be determined. Te relative positions and weigts of sub-matrices in te supermatrix are sown in Figure 6 and Table 6. 0 D 0 Plan Period W ' C 0 B Assessment 0 A E Assessment Dimensions Assessment Criteria Plan Period Criteria Assessment Dimensions Figure 6: Relative position of submatrix in supermatrix O D C W ' after dependence between elements is considered Table 6: Unweigted supermatrix O D C O 1 O 2 O 3 O 4 D 1 D 2 D 3 C 1 C 2 C 3 C 4 C 5 O O O O D D D C C C C C

13 International Journal of Management Sciences A converged limit value can be obtained by multiplying matrices to solve dependence between te elements (Saaty, 1996). For details, see supermatrix in Table 7: O D C Table 7: Limiting Supermatrix O D C O 1 O 2 O 3 O 4 D 1 D 2 D 3 C 1 C 2 C 3 C 4 C 5 O O O O D D D C C C C C Step 7: determine relative weigts of te feasible business strategies Te relative weigts of te feasible business strategies can be determined by pairwise udgment according to eac assessment criterion. For example, te udgment results of te local governor in pairwise comparison of te tree feasible business strategies based on assessment criterion C 1 are sown in Table 8. Table 8: Pairwise comparison of feasible business strategies at C 1 C 1 S 1 S 2 S 3 Eigenvector S S 2 1/3 1 1/ S max =3.412; CI=0.073 Likewise, relative weigts of feasible business strategies based on oter assessment criteria are sown in Table 9. Table 9: Weigts of feasible business strategies based on eac assessment criterion Feasible business strategies C 1 C 2 Assessment criterion C 3 C 4 C 5 S S S Step 8: decision on optimal feasible strategies Using relative weigts of assessment criteria and relative weigts of feasible business strategies based on eac assessment criterion, desirability index of eac feasible business strategy are sown in Table 10. Te weigt of feasible business strategy S 1 based on te assessment criterion C 1 is determined as follows: In Eq. (11), S R W S C i C 1 S 1C1 97

14 M. C. Lin were, R (0.062)/( )=0.240 C 1 Table 10 Desirability Index of Feasible Business Strategy Assessment criteria S 1 S 2 S 3 Weigt ( RC ) SS 1 C S S 2 C S S 3 C C C C C C Desirability index DIi of feasible business strategy Table 10 sows desirability index of te tree feasible business strategies S 1, S 2 and S 3 are 0.217, and respectively, and expressed by S 3 S 2 and S1. Among te business strategies of Hakkanese culture relics museums, te local governor sould select S 3 wic meet te environment demands and expand tourism industry. 5. Conclusions In tis study, it can be found tat te eigt key factors affecting internal strengts and weaknesses of Hakkanese culture relics museums are uman resources, administrations, organizational management, business concept, financial structure, orientation of museums, facilities, and marketing, and te key factors affecting external opportunities and treats are transportation, locations of te museums, budget subsidies, tourists, decrees and cooperation wit communities after collecting literature, investigating basic information of te museums, olding local informal discussion, visiting te museums and community worksop. SWOT analysis is used to find internal and strengts and weaknesses and external environment opportunities and treats of te museums; at last, TOWS matrix and BCRU establised using SAW Analytic Network Process are used to find out co-opetition strategies for te museums, including (1) use strengts of te museums to take advantage of external opportunities (SO strategies); (2) use external opportunities of te museums to overcome te internal weaknesses (WO strategies); (3) use internal strengts of te museums to avoid external treats (ST strategies); (4) minimize internal weaknesses of te museums to avoid external treats (WT strategies). All tese strategies can serve as reference for future development of te Hakkanese culture relics museums. Te BCRU (Te Business model of Culture Relics Museums) is feasible after numerical examples and expert group discussion. It can be used in future empirical analysis of Hualien Hakkanese culture relics museums. Acknowledgements Te work described in tis article was substantially supported by a grant from te Researc Hakkanese culture relics museums of te Hualien County Government, Taiwan [Proect No. HAKKA10106]. We tank Sung-Ken Kao, Yung-Cing Wu and our student elpers for researc assistance. Te usual disclaimer applies. 98

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