過去十年，台灣島上的永續性遭受了對環境、經濟和社會等方面的嚴重影響。由於這個原因，活動主辦單位(組織單位)在活動策略管理被挑戰以更加積極和更多可永續的標準，以減少活動對環境，經濟和社會等方面的負面影響產生。然而，對於活動主辦單位(組織單位)，希望通過永續發展帶來的挑戰作出反應的關鍵問題是要知道他們應該採取什麼樣的行動。在任何有效的行動採取前，活動主辦單位 (組織單位) 需要更了解活動產業在當前的永續性發展，以幫助他們在策略規劃方面，實現其永續發展的目標。

在此基礎上關注永續做法的文獻，它指出了永續性計劃的目標和成果之間的不一致。這是因為一些組織沒有意識到，當他們只致力於道德實踐，注重公司所選擇的問題時，他們可能消耗更多的資源和產出更多自然的環境循環所能吸收的。此外，文獻顯示，即便活動可通過很好的管理以達到永續性，活動文獻還是缺少一個永續發展的角度。此外，文獻中的策略大多是從組織提出的，只有一些是學術提出的。這顯示，活動策略管理和永續性在文獻裡的連接非常薄弱。

這項研究的結果顯示，活動主辦單位(組織單位)應從事環境分析，更好地開拓機會和避免威脅，以便帶領機構實現永續性的活動。然而，文獻顯示目前沒有任何環境分析的研究是和永續發展有連接的。由於這個原因，PEST分析模型、Mckinsey 7S模型和SWOT分析模型被應用於邁向永續發展的環境分析框架之指導性原則及其環境分析過程架構。

在尋求研究問題的答案當中，此研究採用PEST分析模型，從政治，經濟，社會和技術的角度確定了影響台灣活動產業外部環境的個核心力量的決定因素（機會和威脅）。這項研究還採用了Mckinsey 7S模型，從策略、結構、系統、風格、員工、技能和共同價值的角度確定了影響活動主辦單位 (組織單位) 內部環境的20個核心力量的決定因素（強項和弱項）。除此之外，SWOT分析模型被用來幫助活動主辦單位(組織單位)確定外部環境的潛在機會和威脅與內部環境優勢和弱勢。這些核心力量的決定因素被應用於創制永續發展的環境分析框架。該永續發展的環境分析框架提出五個簡單的策略制定系統步驟，以指導活動主辦單位 (組織單位) 擬定影響外部和內部環境的清單，並提出永續發展的策略，以邁向永續性的活動。此框架還允許活動主辦單位 (組織單位) 返回之前的階段，重新修改策略。以驗證該永續發展的環境分析框架，此研究分析了在台灣的活動主辦單位(組織單位)的外部和內部環境，並提出了幾個永續發展策略。

作為結論，此研究提出了能夠幫助台灣活動主辦單位(組織單位)分析內部和外部環境的永續發展的環境分析框架。此框架讓活動主辦單位(組織單位) 在制定可永續發展策略時，能夠確定外部環境當前的機會和威脅與內部環境的優勢和弱勢

Taiwan's environment has suffered serious impacts on the aspects of environmental, economic and social from the past decade and affects the island's sustainability. Due to this, events have been challenged to become more accountable for their managerial decisions and to produce outcomes which are more sustainable on multiple criteria and have positive environmental, economic and social impacts. However, the key issue for event organizer that wants to respond to the challenges posed by sustainable development is to know what action they should take. Before any effective actions has been taken, event organizers need to better understand the current development in the industry in order to help them in the planning of strategy to achieve their sustainability objectives.

Based on the literature that concerns sustainable practices, it's pointed out an inconsistency between the objectives and outcomes for sustainability initiatives. This is because some organizations did not realize that they are consume more resources yet produced more output than can be absorbed by natural environment cycles because they only committed to ethical practices and focus on issue of the company's choice. Additionally, literature shows a gap in the events literature missing a sustainability perspective even though the development of sustainability through events is only a potential outcome if the event is well managed. Furthermore, based on the reviewed literature, only few strategies were proposed in academic literature and mostly were from organizations. This shows that there is slim literature connecting event strategic management to sustainability.

The findings of this study has revealed that organizations should engage in environment analysis in order to better explore opportunities and avoid threats especially in moving the organizations towards sustainability. Yet, there is no research explicitly refers to an environment analysis process connecting to sustainable development. Due to this, PEST Analysis model, Mckinsey 7s Framework and SWOT Analysis are applied in the identification of the guiding principles and structure of an environment analysis process towards the development of a sustainable environment analysis framework.

In seeking answers for research questions, this study has identified 36 determinants of key forces (opportunities and threats) which can have an influence to the sustainability of external environment in Taiwan's event industry. The identification of determinants for external environment was guided by the elements from PEST Analysis: political, economic, social and technological. Besides this, this study also identified 20 determinants of key forces (strengths and weaknesses) which can have an influence to the internal environment of event organizers' in respond to the key forces of external environment. The identification of determinants for internal environment was guided by the elements from Mckinsey 7s Framework: strategy, structure, systems, styles, staff, skills and shared values. On top of this, the elements from SWOT Analysis were employed to helps event organizers in identifying the possible opportunities and threats in external environment and strengths and weaknesses in internal environment. These determinants of key forces are used as the guiding principles to develop a sustainable environment analysis framework for event organizers to proposed sustainable strategies for the purpose of bringing events towards sustainability. Additionally, the framework consists of five simple steps to guide event organizer with systematic way in strategies formulation. The framework also allows the event organizer to revise the strategy by returns to the previous stages and begins again. At the end of the study, the proposed framework was verified by analyzing the external and internal environment of an event organization in Taiwan and several sustainable strategies were proposed.

As conclusion, the sustainable environment analysis framework proposed in this study able to helps event organizers to analyze the external and internal environment of event industry in Taiwan by providing a complete picture visualization of the external and internal environment of the event industry. The proposed framework allowed event organizers to identify current opportunities and threats in external environment and better understand their strengths and weaknesses in internal environment when formulating sustainable strategies.

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