創新，是組織永續經營的關鍵。本研究旨在瞭解初任校長在學校創新經營之具體作為、困境及因應策略，並依研究發現提出建議以供教育界參考。本研究採質性研究，以半結構訪談法採訪7 位臺北市國民中學校長在初任校長階段之創新經營實踐情形，從行政管理、課程教學、學生學習、教師精進、外部關係五大層面探析其創新經營之具體作為，並進一步分析初任校長推動創新經營時之困境與因應之道。本研究主要發現有四：1. 校際競爭的壓力下，學校創新已是刻不容緩2.初任校長推動創新經營面臨教師抗拒變革的阻力；3. 初任校長創新經營仍植基於課程教學與學生活動等層面； 4. 由教師社群自發的教學創新結合校本課程之特色創新較能持續。最後，研究者依研究結果提出六項建議：1. 校長與行政團隊應事先設定目標，展現創新魄力，提升辦學品質；2. 校長宜適度喚醒學校同仁危機意識，投入學校創新；3. 校長宜先瞭解學校文化情境，由教育理念出發，規劃可行創新經營方案；4. 校長應建立雙向溝通對話之機制，建立創新之共識，以尋求學校同仁之支持與配合；5. 可先由有意願、有能力的教師推展創新實踐，再擴散至其他組織成員；6. 應促進教師主動參與，體會創新與個人發展之關連，以深耕落實創意文化。

Innovation is the key factor to sustainable development. The study aimed to understand the innovative management performance of the beginning principals and their coping strategies to predicaments encountered,moreover, proposed some suggestions for it with the findings of the study. Based on qualitative method, the study adopted semi-structured interview to collect data related to administrative operation, curriculum and instruction, student learning, teacher improvement, and exterior relationship from seven junior high school’s principals in Taipei City to understand the concrete performance, predicaments and coping strategies of their promoting innovation management.The major findings of this study included: 1. Innovation was now an irresistible trend due to increasingly drastic competition among schools;2. The beginning principals encountered resistance to change of teachers when practicing innovative management; 3. Remarkably innovative performance of beginning principals were mostly promoted on teacher t aching and student learning; 4. Bottom-up innovative model launched by teacher’s communities regarding to school-based curriculum was a better model for innovation and could last for a long time. Lastly, several suggestions were proposed: 1. The principal and administrative team should set goals to show their determination on innovation and promoting school performance; 2. The principal should bring crisis awareness to all the faculty and staff to support innovation; 3. Feasible innovation program should be planned based on the comprehension of school culture and proper pedagogical ideas. 4. A dual communication mechanism should be established to reach a consensus and win faculty’s supports and cooperation; 5. The principal should encourage teachers who are capable of and passionate in innovation to be the pioneer on practicing innovative program; 6. The principal should encourage faculty’s initiative on innovation and make them understand the relation between innovation and their career developments, ultimat ly, build up innovative culture.