以運動創業觀點論疫情下運動健身場館價值共創策略

Sport entrepreneurship and value co-creation in sport and fitness facilities during the COVID-19 pandemic

緒論：運動創業理論(sport entrepreneurship)由創新、主動和冒險三個維度組成，雖然在運動管理研究中常被提及，然而該理論與一般創業理論的區隔、加入運動脈絡的內涵特性，仍需要適當、深入的系統化分析，近年被學者應用於探討疫情下運動產業業者的應對策略。本文以運動創業理論取徑，並搭配危機管理、生態系統價值共創的思維，探討在新冠肺炎疫情下，國內運動健身場館業的策略方向及構面內涵。方法：採用質性半結構式訪談，訪談對象包含20位國內專家學者，透過內容分析法，將訪談收集參與者對研究現象的描述，有系統地予以進行編碼、主題分類、命名以及三角檢核。結果：運動健身場館面對疫情危機的策略，可以歸納成四個高階主題，「創新力-跳脫框架」、「主動力-即早出擊」、「冒險力-擁抱未知」、「合作力-網絡整合」，在四個高階主題下又各自涵蓋2至3個次主題。結論：結果顯示，運動創業理論並具備多元觀點，需視當下時空環境特質而有不同詮釋與應用，聚焦疫情脈絡，理論強調透過運動具備主動、團結、互利等特質創造價值，致使其方法論上與生態系統、價值共創等觀點契合，得以整合成為具備實務價值的分析系統。結果亦參酌國內產業現況，提出包含重視消費者需求、危機韌性提升、發展平台角色等策略方向，提供運動健身場館業者面對疫情之應對策略參酌。後續研究者得以本研究結果為基礎，進一步探討運動創業理論以及運動場館管理領域等延伸的學術議題。

Introduction: The theory of sports entrepreneurship consists of three dimensions: innovation, proactiveness, and risk-taking. While frequently mentioned in sports management research, the distinction between this theory and general entrepreneurship theory and its contextual characteristics within the sports domain still require appropriate and in-depth systematic analysis. In recent years, studies have applied this theory to explore the response strategies of the sports industry during the Coronavirus Disease 2019 (COVID-19) pandemic. This study adopted the theory of sports entrepreneurship, along with the perspectives of risk management and ecosystem value co-creation, to explore the strategic direction and content dimensions of the domestic sports and fitness facility industry during the COVID-19 pandemic. Methods: This study adopted a qualitative semi-structured interview approach and involved 20 domestic experts and researchers. Through content analysis, the interview responses describing the research phenomenon were systematically coded, categorized into themes, named, and verified by triangulation. Results: The strategies of sports and fitness facilities in response to the COVID-19 pandemic can be summarized into four high-level themes:“Innovative Power—Thinking Outside the Box,”“Proactiveness—Early Action,”“Risk-taking—Embracing the Unknown,”and“Collaborative Power—Network Integration.”Each high-level theme encompassed two to three sub-themes. Conclusion: These results indicate that the theory of sports entrepreneurship has multiple viewpoints and interpretations based on the research contexts. In the context of the COVID-19 pandemic, it was emphasized that the theory creates value through sports’characteristics, including initiative, solidarity, and mutual benefit, so that the methodology fits with the viewpoints of ecosystem and value co-creation and is integrated into an analysis system with practical value. We proposed strategic suggestions, including emphasizing customer-oriented service, risk resilience, and platform roles, for sports and fitness facilities to develop strategies in the face of the COVID-19 pandemic. Based on our results, future studies should further explore the academic issues in the field of sports entrepreneurship and facility management.