本研究選擇五大文創園區中，於營運策略中導入學術專業能量的臺中及臺南文創園區為對象，並且選擇以創意園區5P 理論為立論基礎，解析兩個文創園區的營運管理策略之異同。本研究採深度訪談法進行，主要訪談兩文創園區經營管理主管，並以進駐業者訪談為輔，共訪談12 位受訪者，爾後採專家會議方式解析訪談內容。研究結果顯示：園區的營運方向受到外部與內部的「創意政策」趨勢所影響，而在學術能量導入的情況下，特別強調育成、孵化、傳承等營運定位。此外，園區的「創意關係人」、「文化與創意歷程」，仰賴園區經營管理者縝密且全盤的策略思考，扮演著規劃方向與推動活化政策的重要角色；而「創意氛圍」則是端看營運管理者、創意關係人如何善用舊工業遺址的文化深度的具體行為；最後，文創園區的「創意產出」則包含經濟效益產出以及社會價值產出兩方面。

This study has selected Taichung and Tainan CCIP from the five CCIPs in Taiwan as subject. Both Taichung and Tainan CCIP has imported academic professional energy among the operating strategies. This study also has selected CCIP 5P theory as theoretical basis, and it has analyzed the operation strategies comparing Taichung with Tainan CCIP. The method of in-depth interview is adopted in this study. It is focused especially on both CCIP’s Chief Manager, and some of the stationed businesses’ responsible person. There are 12 interviewees in total. The interview record has been analyzed through expert meeting. The result have shown that the operation of CCIP is influenced by both interior and exterior “Creative Policy” tendency. By engaging with academic support, the operation positioning has put the emphasis on cultivation, incubation, and inheritance. CCIP’s “Creative Affiliated Person,” and “Cultural and Creative Progress,” relies on the comprehensiveness and deliberateness of strategy planning of the operator. The operator serves a crucial role in deciding the directions and to revitalize cultural creative policies. The “Creative Atmosphere” depends on how the operator and the Creative Affiliated Person operates the aged industrial site by wisely adapting its cultural depth. Last but not least, CCIP’s “Creative Production” includes two indicators, the productivity of economic benefits and social values.