摘要 論文首先透過民族史與民族誌的書寫方式，將基金會觀光產業所寄存的pasikau部落時空舞台搭建起來。另外，透過部落發展觀光產業的相關討論回顧，以期了解民族文化觀光產業推動研究議題的困境，並找尋突破可能的定位。因此，筆者選擇透過Bourdieu理論的視域，將既具體又抽象、主客觀交融的「文化」，析離成【（慣習）（資本）】＋場域＝日常生活言行（實踐）的生活實踐公式來理解，以期將行動者的能動性與場域兼具束縛與自由的本質展現。 接下來，筆者透過理論概念與田野資料的交錯置放，藉此產生對話，使資料產生概念層次的意義，亦使論述不至真空。資本如同場域中的入場券，因此，筆者先就「資源」與「資本」間的關係做討論。透過基金會民族文化觀光產業的例子，了解從「資源」到「資本」其間辨識、篩選與應用的界定轉換歷程。換句話說，資本因場域的認可而產生兌換價值，因此，場域成為筆者接下來的論述重點。 筆者藉由基金會觀光場域中「布農部落」、「部落劇場」、「布農之旅」三種實踐活動，展現場域多樣的動態面貌。透過「布農部落」入園動線與原住民主題風格營造的鋪陳，將基金會觀光場域的風格基調呈現，同時也反映出基金會以「非原住民」做為的遊客身分邊界。「部落劇場」的展演解說，帶出整個觀光場域的文化消費主題核心。而觀光場域中的內容與風格呈現，則是基金會與遊客的共構關係中形塑而來。而「布農之旅」是「部落劇場」故事的延伸，亦是「布農部落」空間的拓展。透過這三個相互呼應的實踐活動，希冀讓遊客產生再次投入觀光場域的渴望。 而承載資本在場域中的實踐的行動主角，在本文的例子即是基金會。其透過將自身獨具的文化資本，在場域中進行積極的資本轉換，以兌換成經濟資本。然而，基金會多元（源）的人力組成，雖透過組織架構與理念（部落文化重建），生成了內部的社會資本。但來自於社會場域不同位置的多元人力，卻在基金會內部再現了社會場域關係位置的距離與慣性。因此，基金會出現「形式」（象徵）取向與「功能」（實用）取向的美學品味衝突，產生「文化資本」與「經濟資本」孰輕孰重的內部角力。基金會外顯的觀光場域經營策略展現，正是此角力動態平衡的一個凝相。至此，筆者已透過Bourdieu的實踐理論，檢視了基金會在觀光場域的實踐邏輯。接著，筆者有意再將視野拉回到pasikau部落的相關研究以及台灣民族文化觀光產業的發展脈絡，重新回顧省視Bourdieu理論下的文化資本與實踐邏輯在此個案的意義所在。

本研究基於博物館的演進與歷程、生態博物館的理念發展演進與對十三行博物館與八里地區的現況調查分析，透過主動參與以及對相關人士進行訪談，分析十三行博物館以生態博物館理念推動地區總體營造時，對地方競爭力與文化觀光產業的影響。 十三行博物館身兼公部門、專業者、在地者等多重角色，使其擁有良好的溝通管道，整合各參與角色的資源；多重角色亦使其得以擴大本身的博物館功能，成為公部門間整合監督的角色以及政府與居民間的對口單位。雖於計劃推廣初期，無法落實生態博物館由下而上的基本理念，但居民主動參與的程度的確在潛移默化中提高，各項具文化意涵的觀光資源，如：歷史文化資產、自然生態資源、地方人力資源等，亦在過程中不斷累積，回饋地方。在協助地方產業發展部分則是過程中努力較少之處，十三行博物館應繼續發展過去的地方產業園區計畫，成為地方產業與文化結合的觸媒。 八里文化觀光的發展現況為觀光資源豐富，卻缺乏有力推廣整合單位，使得區域內觀光推廣效益過於分散；而整體環境亦有改善空間。十三行博物館希望藉由八里左岸身生態博物館化以推動地方觀光，達到博物館永續營運的目標，因此應主動協同相關觀光推廣單位，形成共同合作的模式，讓觀光推廣能有全面性的觀點與整合效益。一旦促成觀光推廣整合單位，該單位應立即為八里觀光進行短、中、長期的整體規劃，短期針對目標客群設計整套行程，增加留客率；中期則針對相關行程進行發現小徑的規劃，促使相關行程中的路徑更符合觀光需求；長期則為整體環境進行完善規劃，並輔導地方產業朝高附加價值方向發展。 關鍵字：生態博物館、文化觀光產業、十三行博物館 / The primary focus of this thesis is to provide a thorough investigation and understanding of Shihsanghang Museum and its surrounding community, the town of Bali. As an eco-musuem, Shihsanghang utilizes “integrated community construction,” a model based on a local community’s competency to increase cultural tourism for their area. To better understand this topic, an explanation of the evolution and history of the concept of museum is presented, with special focus on the concept of the eco-museum. As a museum, Shihsanghang has access to multiple channels of communication, including the government, experts and specialists of the field, and the local community. Not only does this give Shihsanghang access to many different resources, but it also puts the museum in a position to expand its function, becoming a coordinator and mediator of government bureaus involved in Bali and a communication window between government and local residents. Being in such a position is vital to the success of an eco-museum, as it allows the museum the opportunity to develop from the “bottom up.” The idea behind such a process is that the museum, by interacting with the community, can utilize resident input to guide government action, versus the traditional notion of the government having complete say over the development of a museum. At first, Shihsanghang was not particularly effective in employing such a process. Gradually however, through influencing and interacting with the public and allowing the local community to slowly gain appreciation for the region, the museum was able to gather more and more feedback and participation from the residents. This in turn also opened up more resources to support local tourism. As for helping to develop the local cultural industry however, Shihsanhang has had limited success so far, and should continue to develop and become an agent between local industry and culture. Although Bali currently has many tourism channels and resources, it lacks a powerful unit to integrate all these promoting units. Furthermore, the surrounding environment still requires much improvement. For example, Shihsanhang hopes to improve tourism by “eco-museumising” Bali’s Left Bank and making it more attractive. Shisanhang has the ability and should begin integrating all the relevant promoting units, opening up opportunities for cooperation and creating a holistic approach to Bali’s tourism industry. If Shisanhang is able to achieve this, then it should proceed with a short-term, middle-term, and long-term plan. For the short-term, it should design tourism packages that target specific demographics as to increase a tourist’s visiting length. For the middle-term, it should develop “pathways” (themed-routes of Bali), as to make the sites visited by tourists in Bali more relevant to their interests. And for the long-term, it should make an entire development plan for Bali, helping to create high-value added local industries. Keywords： Eco-Museum, Cultural Tourism, Shihsanhang Museum