九○年代大陸改採開放路線，吸引外資聚集，全球瘋華語，據估計，全世界學習華語的人數超過3000萬人。「華語熱」延燒，台灣當然不能自外於這股風潮，國內大學校院附設華語文教學中心如雨後春筍般紛紛成立。然而，較之每年赴大陸學中文的外國人士超過七、八萬人，來台學習華語的人士每年不過數千人，直到去年始首度突破萬餘人，市場成長緩慢，競爭強度不言可喻。

競爭漸趨白熱化，各家華語中心要以甚麼優勢來吸引學生以及長期生存？以往學者分析經營策略，多半以外部環境來思考，Rumelt （1991）及Roquebert（1993）實證研究卻顯示，外部產業因素能夠解釋公司績效的變異程度僅有15%-19%而已。而資源基礎論是一種由內向外，以企業內部資源和能力為基礎的策略思考邏輯，探討公司如何追求且維持競爭優勢的策略。本研究透過文獻回顧與深度訪談方式，以高雄地區兩所歷史最悠久之華語中心—中山大學與文藻外語學院為個案研究對象，分析其核心資源與競爭優勢，提供有意增設華語教學機構的大專校院做為評估參考。本研究提出以下結論：
一、華語中心核心資源為聲譽與師資，且無形資源重於有形資源。
二、華語中心的核心能力為管理能力、研發能力以及企業文化。
三、兩個案華語中心各有不同競爭優勢，兩者均傾向採差異化策略。

本研究亦對政府相關機構提出建議：為提升來台學習中文之外籍學生人數，應積極塑造台灣為學習中文之重點國家，重新檢討「台灣獎學金」給獎內容以及升學輔導，簡化外籍學生申請來台入學手續及相關配套措施。華語教師定位上應盡速明朗化，俾吸引優秀人才投入華語教學產業。

Ever since China opened its door to the world in the ‘90, investors poured into China to “dig gold”. Hence, a new surge of “learning Chinese” has been setting off. According to an unofficial statistics, over 30 million people all over the world are learning Chinese. Likewise, Taiwan is certainly eager to attract Chinese learners while the whole world is infected with “Chinese fever”. As a result, Chinese centers affiliated to higher education institutes in Taiwan have sprung up in recent years. However, the market size in Taiwan is relatively smaller in comparison with China. Each year, the average number of foreign students heading for China fluctuates between 70,000 to 80,000 while only about thousands of students choose to study at Taiwan though the number eventually exceeded 10,000 for the first time in 2007. As the market remains stagnant, the emergence of more competitors obviously intensifies the competitiveness.

Therefore, how is each Chinese center going to survive and even excel in such keen competition? Many scholars analyze competitive strategies of enterprises from external factors. Whereas, the research of Rumelt （1991）and Roquebert（1993）indicates that external factors only account for 15%~19% while analyzing the variation of overall performance. The resource-based view investigates how enterprises build up and sustain competitive advantages from internal resources and abilities. This research is conducted on the basis of literature review and in-depth interview with two Chinese centers that enjoy a long history in Kaohsing area—National Sun Yat-sen University and Wenzao Ursuline College of Languages. The purpose of this research is to probe into the strategies these two Chinese centers apply in light of the core resources and competitive advantages they possess. For those universities and colleges who plan to join this industry in the future, they may use the following conclusion and suggestion as reference in identifying their own competitive advantages and strategies.

The conclusion this research has drawn is particularized as follows:
1. The core resources Chinese centers value are reputation and faculty’s professionalism. Further, intangible resources are more important than tangible resources.
2. The core abilities Chinese centers value are administration, R&D and corporate culture.
3. Both Chinese centers tend to apply “Strategies of Differentiation” though each possesses different competitive advantages.

Whereas, our government should consider to simplify the application procedures in terms of admission and visa in order to attract more foreign students inwards. The review of Taiwan Scholarship Program and consulting service provided to those international students are necessary. More active initiatives should be adopted so that Taiwan can stand out as the key Chinese-learning providers. Further, a clearer and more favorable Chinese teacher certification system should be stipulated in order to attract more people of ability to devote themselves in this industry.

第一章 緒論………………………………………………1
第一節 研究背景及動機………………………………1
第二節 研究目的與研究問……………………………4
第三節 研究流程………………………………………8

第二章 文獻回顧…………………………………………9
第一節 資源基礎論……………………………………11
第二節 競爭優勢………………………………………21
第三節 競爭策…………………………………………27
第四節 SWOT分析……………………………………34
第五節 兩岸華語教學發展現況…………………… 36

第三章 研究設計…………………………………………57
第一節 研究架構……………………………………57
第二節 研究方法………………………………………59
第三節 研究對象………………………………………63
第四節 研究限制………………………………………69

第四章 個案分析…………………………………………70
第一節 競爭優勢………………………………………70
第二節 競爭態勢………………………………………78
第三節 競爭策略………………………………………92

第五章 結論與建議………………………………………97
第一節 研究結論與建議………………………………97
第二節 後續研究建議………………………………102

參考文獻…………………………………………………103
附件 訪談問卷…………………………………………107

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