顧客騷擾防治與文化轉化：日本經驗之實證觀察

Empirical Observations on Customer Harassment Prevention and Cultural Transformation: The Japanese Experience

本研究以社會學與組織理論視角，結合理論分析、深度訪談及田野調查，探討日本「顧客是神」文化下的顧客騷擾現象，以及《顧客騷擾防止條例》等規範之實施成效及文化轉型影響。研究以皮耶‧布赫迪厄（Pierre Bourdieu）的「象徵暴力」及米歇爾‧傅科（Michel Foucault）的「規訓權力」為理論框架，說明日本服務業中「顧客－服務者」權力結構的生成與再製。2025年於東京都及北海道實地深度訪談6位專家，涵蓋學術、媒體、觀光、公部門等領域，並進行田野觀察，蒐集《顧客騷擾防止條例》施行後服務現場之變化。研究歸納，日本《顧客騷擾防止條例》法律效力有限，主要發揮議題啟動與象徵功能，促使企業與社會重新省思權力結構與服務規範。企業內部治理、員工支持系統與分眾型應對策略成為落實關鍵。研究亦指出，顧客騷擾型態具有明顯世代與數位轉型差異，且需結合法制、組織、教育等多元措施，才能有效推動服務文化轉型。對臺灣而言，日本案例提供法律規範、組織變革與社會倡議等多層次政策借鏡，未來可自地方試點推動，逐步建立「對等互敬」的消費互動新典範。

Adopting a sociological and organizational theoretical approach, this study investigates the phenomenon of customer harassment within Japan’s entrenched“customer is god”service culture, as well as the effects and challenges of implementing regulations such as the Customer Harassment Prevention Ordinance. The analysis uses Pierre Bourdieu’s concept of symbolic violence and Michel Foucault’s disciplinary power to elucidate how power asymmetry between customers and frontline workers is formed and perpetuated. In 2025, six key informants from academia, media, tourism, and government sectors in Tokyo and Hokkaido were interviewed, and focused ethnographic observations were conducted to evaluate changes in service sites after the regulation’s implementation. The findings indicate that while the ordinance has limited legal enforceability, it serves important agenda-setting and symbolic functions, prompting organizations and society to critically reflect on power structures and service norms. Internal governance, employee support systems, and segmentation-oriented response strategies are identified as pivotal. The study highlights generational and digital differences in customer harassment behaviors and underscores the necessity of integrating legal, organizational, and educational interventions to enable effective transformation of service culture. For Taiwan, the Japanese experience offers practical references for legislative innovation, organizational reform, and social advocacy, suggesting a stepwise, multi-level policy approach toward equitable service relationships.