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題名 交響樂團管理初探: 資金來源對經營管理的影響以及如何評估績效
Orchestra Management: How Do Funding Sources Affect Decision-making and How Could Performance be Evaluated?作者 黃涓
Huang, Claire貢獻者 溫偉任
Wen, Wei-Jen
黃涓
Claire Huang關鍵詞 交響樂團
資金來源
管理方式
非營利組織
績效評量
指標
orchestra
funding source
management strategy
nonprofit organization
performance evaluation
metrics日期 2021 上傳時間 4-Aug-2021 16:32:59 (UTC+8) 摘要 本研究藉由對春之聲管弦樂團與樂亮管絃樂團進行深入訪談以嘗試了解交響樂團管理的兩個面向：(1) 資金來源對樂團諸如組織型態、曲目/地點選擇和行銷方式等管理策略的影響； (2) 建立適當的樂團績效評量指標。結果發現，在臺灣成長的這兩個樂團的管理方式未如西方文獻所發現會受到資金來源的影響，而是更偏重於達成創辦人的意志和對樂團的願景。在績效考核方面，筆者在過去樂團研究中常用的觀眾來客數和財務指標之外，加入非營利組織文獻中的績效指標並整理納入訪談對象的回饋，從而歸納出適用於本土業餘樂團的五類績效指標。研究的最後，運用前述結果整合出建議，提供未來新設立的樂團參考以利其永續發展。
The research examined orchestra management in two major aspects: (1) the relationship between funding source and management strategies such as organization structure, repertoire/venue selection, and marketing choices; (2) devise suitable performance metrics for orchestras. Through the comprehensive case interviews of Voice of Spring Symphony Orchestra and MoonString Symphony Orchestra, results suggested that unlike those in Western literature, funding source has minimal effect on orchestra management of Taiwanese groups, as decisions are primarily aligned to the founder’s vision. In the aspect of performance evaluation, the researcher gathered nonprofit organization (NPO) evaluation indices from related literature and incorporated interview feedback to come up with five categories appropriate for local amateur orchestras, which were then added to the fundamental performance indices of financial and audience-related metrics. The research closes with an integration of aforementioned findings, formulating several recommendations for effective management directed at young or new symphony orchestras.參考文獻 Association Française des Orchestres. (2015). Seeing the Forest for the Trees. In Orchestral Audiences: A Nationwide Study. http://www.france-orchestres.com/colloque/wp-content/uploads/sites/3/2015/09/BROCHURE_colloque_2015_A5_ENG_BAT.pdfAssociation of British Orchestras. (2020). The State of UK’s Orchestras in 2019. https://abo.org.uk/assets/files/News-and-Press/ABO-The-State-of-UKs-Orchestras-in-2019.pdfBailey, J. (2009). Meaningful Measurement: A Review of Literature about Artistic Vibrancy. Australia Council for the Arts.Bailey, J., & Richardson, L. (2010). Meaningful measurement: a literature review and Australian and British case studies of arts organizations conducting “artistic self-assessment.” Cultural Trends, 19(4), 291–306. https://doi.org/10.1080/09548963.2010.515004Better Business Bureau. (2003). BBB Standards for Charity Accountability. Give.org; https://give.org/charity-landing-page/bbb-standards-for-charity-accountabilityBertolini, D. (2018). Management and Structure of the Symphony Orchestra - A professional orchestra case-study into the techniques and philosophy applied within the industry [MA Thesis]. DOI: 10.13140/RG.2.2.30708.19846Baumol, W. J., & Bowen, W. G. (1966). Performing arts: the economic dilemma. New York, N.Y. Twentieth Century Fund.Casanovas-Rubio, M. del M., Christen, C., Valarezo, L. M., Bofill, J., Filimon, N., & Armengou, J. (2020). Decision-Making Tool for Enhancing the Sustainable Management of Cultural Institutions: Season Content Programming at Palau De La Música Catalana. Sustainability, 12(14), 5785. https://doi.org/10.3390/su12145785Charles, C. (2017). Nonprofit Arts Organizations: Debt Ratio Does Not Influence Donations—Interest Expense Ratio Does. The American Review of Public Administration, 48(7), 659–667. https://doi.org/10.1177/0275074017724227Dessler, G. (2013). Human Resource Management (13th ed., p. 285). Pearson Education Inc.Gapper, J. (2015, July 2). The Berlin Philharmonic orchestra finds harmony in democracy. The Financial Times. https://www.ft.com/content/25307942-1fd4-11e5-ab0f-6bb9974f25d0GRF CPAs & Advisors. (2012, August 16). Nonprofit Expenses: Correct Coding Prevents Problems. https://www.grfcpa.com/resource/nonprofit-expenses-correct-coding-prevents-problems/Grip, A.-K. (2009). Funding and Accountability: Studies of a Swedish and a British Chamber Orchestra [PhD Dissertation]. https://www.researchgate.net/publication/310970666_ Funding_and_Accountability_Studies_of_a_Swedish_and_a_British_Chamber_OrchestraHelibrun, J. (2001). Empirical Evidence of a Decline in Repertory Diversity among American Opera Companies 1991/92 to 1997/98. Journal of Cultural Economics, 25, 63–72. https://doi.org/https://doi.org/10.1023/A:1007694030922Knardal, P. S. (2019). Orchestrating institutional complexity and performance management in the performing arts. Financial Accountability & Management, 36(3). https://doi.org/10.1111/faam.12223Krug, K., & Weinberg, C. B. (2004). Mission, money, and merit: Strategic decision making by nonprofit managers. Nonprofit Management and Leadership, 14(3), 325–342. https://doi.org/10.1002/nml.37Kushner, R. J., & Poole, P. P. (1996). Exploring structure-effectiveness relationships in nonprofit arts organizations. Nonprofit Management and Leadership, 7(2), 119–136. https://doi.org/10.1002/nml.4130070203Lulka, Samantha M., "Measuring the Financial Health of American Symphony Orchestras" (2019). Honors Theses and Capstones. 452. https://scholars.unh.edu/honors/452Lumen Learning. (n.d.). Symphony Orchestras. Music Appreciation. Retrieved February 18, 2021, from https://courses.lumenlearning.com/musicappreciation_with_theory/chapter/symphony-orchestras/Medeiros, J., & Schwierz, C. (2013). Estimating the drivers and projecting long-term public health expenditure in the European Union: Baumol’s “cost disease” revisited. Economic Papers, 507. https://ec.europa.eu/economy_finance/publications/economic_paper/2013/pdf/ecp507_en.pdfMauskapf, M. (2011, November 2). Shared-leadership proves successful in music orgs. ArtsFwd. https://www.artsfwd.org/shared-leadership-proves-successful-in-music-orgs/Mauskapf, M. (2012, January 12). Cracking the Orchestra Nut: Challenges and Models for the Future. ArtsFwd. https://www.artsfwd.org/cracking-the-orchestra-nut-challenges-and-models-for-the-future/Neligan, A. (2006). Public Funding and Repertoire Conventionality in the German Public Theatre Sector: An Econometric Analysis. Applied Economics, 38(10), 1111–1121. https://doi.org/10.1080/00036840500405961orchestra. (n.d.). In Merriam Webster. Retrieved February 18, 2021, from https://www.merriam-webster.com/dictionary/orchestraOrchestra Manager Applicant Information Pack. (2019). Royal College of Music. https://www.rcm.ac.uk/about/jobs/jobs/317-19%20Orchestra%20Manager%20-%20Applicant%20Information%20Pack.pdfŠilerová, L. (2012). Management Models of Symphonic Orchestras in the Czech Republic and their Development in the 21st century. ENCATC, 2(1). https://www.encatc.org/media/2700-journal_vol_2_issue_1_20122740.pdfSkoll Foundation. (2018). Assessing an Organization’s Financial Health: A Step-by-Step Guide to Decode the Numbers. http://skoll.org/wp-content/uploads/2018/03/Decoding-the-Numbers-How-Skoll-Assesses-an-Orgs-Financial-Health.3.21.18.pdfStockenstrand, A.-K., & Ander, O. (2014). Arts Funding and Its Effects on Strategy, Management and Learning. International Journal of Arts Management, 17(1), 43–53.Summa Cum Laude International Youth Music Festival. (2019). Ensembles 2019. http://www.sclfestival.org/scl-festival-2019Tamburri, L., Munn, J. and Pompe, J. (2015) Repertoire Conventionality in Major US Symphony Orchestras: Factors Influencing Management`s Programming Choices, Manage. Decis. Econ., 36(2), 97– 108, https://doi.org/10.1002/mde.2654Toffler, A. (1970). The Art of Measuring the Arts. Journal of Aesthetic Education, 4(1), 53. https://doi.org/10.2307/3331493Turbide, J., & Laurin, C. (2009). Performance Measurement in the Arts Sector: The Case of the Performing Arts. International Journal of Arts Management, 11(2), 56–70.The Vienna Philharmonic Society. (n.d.). History of the VPO. Retrieved February 3, 2021, from https://www.viennaphilharmonicsociety.org/about-us/historyVoss, Dr. Z. G., Voss, Dr. G. B., Yair, Dr. K., & Lega, K. (2016). Orchestra Facts: 2006-2014 A Study of Orchestra Finances and Operations. National Endowment for the Arts. https://www.arts.gov/sites/default/files/Research-Art-Works-League.pdfWalden, A. (n.d.). Orchestral Management. Association of British Orchestras. Retrieved May 17, 2021, from https://abo.org.uk/what-we-do/developing/careers/orchestral-managementWerck, K., Stultjes, M. G. P., & Heyndels, B. (2008). Budgetary constraints and programmatic choices by Flemish subsidized theatres. Applied Economics, 40(18), 2369–2379. https://doi.org/10.1080/00036840600970153Williams, L. P. (2008). Organizational change in symphony orchestras: A description and comparisonof the two principal organizational structures adopted by professional symphony orchestras, changes that occur in these structures and the reasons for change or stasis.[PhD Dissertation]. http://hdl.handle.net/2292/52306司徒達賢 Da Hsian Seetoo. (1999). 非營利組織的經營管理 /Nonprofit Organization Management. 天下遠見出版.吳函殷. (2017). 高雄衛武營國家藝術文化中心績效管理之研究 The Study of Wei Wu Ying National Kaohsiung Center for the Arts Performance Management [MA Thesis].吳佩如, 曾秀玲, 吳匯亨, & 張竹君. (2015). 高雄藝文環境初探. In 藝術文化的興業管理 Entrepreneurial Management in Arts and Culture (pp. 143–159). 華藝學術出版.何康國. (2015). 向左走? 向右走? 臺灣公部門交響樂團何去何從?. In 藝術文化的興業管理,華藝電子書 (pp. 3–23). Airiti Press. https://www.airitibooks.com/Detail/Detail?PublicationID =P20150323022&DetailSourceType=0何康國, 陳怡靜, 楊凱婷, 張瑜倩, 劉怡汝, 傅巧婷, 黃中宇, 江宜璇, 謝佳琪, 張學孔, 陳思穎, 歐陽穎華, 莊康昕, 王嘉君, 盧怡靜, 吳佩如, 曾秀玲, 吳匯亨, 張竹君, & 林一宏. (2015). 藝術文化的興業管理 Entrepreneurial Management in Arts and Culture (謝榮峰, Ed.). 華藝學術出版. https://doi.org/10.6140/AP.9789865663551表演藝術聯盟 (Ed.). (2019). 2018 表演藝術年鑑 Performing Arts Yearbook (p. 169). 國家表演藝術中心, 國家兩廳院.東吳大學 (2017, August 10). 採購保管組 Procurement and Property Division - 松怡廳場地相關資訊(收費方式及技術資料). http://web-ch.scu.edu.tw/custody/file/6820春之聲管弦樂團. (n.d.). 首頁. Retrieved July 28, 2020, from https://vsso.com.tw/財團法人國家文化藝術基金會. (n.d.). 查詢補助名單. 國藝會 National Culture and Arts Foundation. Retrieved June 29, 2021, from https://www.ncafroc.org.tw/search_founding_list.html桃園市政府藝文設施管理中心. (n.d.). 場館技術資料. Retrieved March 11, 2021, from https://www.afmc.gov.tw/Download?o=6國家表演藝術中心. (2020). 108年 營運績效評鑑 分析報告. In (pp. 30–38). https://npac-ntch.org/npac/grants.html國家表演藝術中心國家兩廳院. (n.d.). 場館設施服務系統. Retrieved March 9, 2021, from https://vfms.npac-ntch.org/guest/arena/location馮馨誼. (2009). 臺北市立交響樂團組織定位與功能之研究 An Institutional Analysis of Public Subsidized Symphonies-the Case of Taipei Symphony Orchestra. 國立台灣師範大學表演藝術研究所 行銷與產業組 [MA Thesis].黃怡潔. (2010). 政府補助藝文型非營利組織之決定因素- 以臺北市文化局補助為例. 國立政治大學財政研究所 [MSc Thesis].樂亮管絃樂團. (n.d.). 首頁. Retrieved August 17, 2020, from https://moonstring.wixsite.com/moonstring 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
105363116資料來源 http://thesis.lib.nccu.edu.tw/record/#G0105363116 資料類型 thesis dc.contributor.advisor 溫偉任 zh_TW dc.contributor.advisor Wen, Wei-Jen en_US dc.contributor.author (Authors) 黃涓 zh_TW dc.contributor.author (Authors) Claire Huang en_US dc.creator (作者) 黃涓 zh_TW dc.creator (作者) Huang, Claire en_US dc.date (日期) 2021 en_US dc.date.accessioned 4-Aug-2021 16:32:59 (UTC+8) - dc.date.available 4-Aug-2021 16:32:59 (UTC+8) - dc.date.issued (上傳時間) 4-Aug-2021 16:32:59 (UTC+8) - dc.identifier (Other Identifiers) G0105363116 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/136706 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 105363116 zh_TW dc.description.abstract (摘要) 本研究藉由對春之聲管弦樂團與樂亮管絃樂團進行深入訪談以嘗試了解交響樂團管理的兩個面向：(1) 資金來源對樂團諸如組織型態、曲目/地點選擇和行銷方式等管理策略的影響； (2) 建立適當的樂團績效評量指標。結果發現，在臺灣成長的這兩個樂團的管理方式未如西方文獻所發現會受到資金來源的影響，而是更偏重於達成創辦人的意志和對樂團的願景。在績效考核方面，筆者在過去樂團研究中常用的觀眾來客數和財務指標之外，加入非營利組織文獻中的績效指標並整理納入訪談對象的回饋，從而歸納出適用於本土業餘樂團的五類績效指標。研究的最後，運用前述結果整合出建議，提供未來新設立的樂團參考以利其永續發展。 zh_TW dc.description.abstract (摘要) The research examined orchestra management in two major aspects: (1) the relationship between funding source and management strategies such as organization structure, repertoire/venue selection, and marketing choices; (2) devise suitable performance metrics for orchestras. Through the comprehensive case interviews of Voice of Spring Symphony Orchestra and MoonString Symphony Orchestra, results suggested that unlike those in Western literature, funding source has minimal effect on orchestra management of Taiwanese groups, as decisions are primarily aligned to the founder’s vision. In the aspect of performance evaluation, the researcher gathered nonprofit organization (NPO) evaluation indices from related literature and incorporated interview feedback to come up with five categories appropriate for local amateur orchestras, which were then added to the fundamental performance indices of financial and audience-related metrics. The research closes with an integration of aforementioned findings, formulating several recommendations for effective management directed at young or new symphony orchestras. en_US dc.description.tableofcontents Acknowledgements iAbstract iiList of Figures and Tables vChapter 1: Introduction 11. Background of the Study 12. Motivation of the Study 43. Objectives of the Study 64. Significance of the Study 65. Scope and Limitations 8Chapter 2: Review of Related Literature 91. Source of Funding and Orchestral Management 92. Performance Evaluation 152.1 Financial and Audience-related Performance 162.2 Nonprofit Organization Performance 18Chapter 3: Results and Discussion 241. Voice of Spring Symphony Orchestra (春之聲管弦樂團 VSSO) 241.1 History and Mission 241.2 Organization 261.3 Accomplishments 271.4 Sources of Funding 281.5 Management Strategy 331.6 Performance Evaluation 362. MoonString Symphony Orchestra (樂亮管絃樂團 MSSO) 392.1 History and Mission 392.2 Organization 412.3 Accomplishments 442.4 Sources of Funding 452.5 Management Strategy 522.6 Performance Evaluation 553. Comparison of the Two Orchestras 614. Incorporation of Orchestra Performance Evaluation Indices 674.1 Nonprofit Performance Evaluation of MoonString Symphony Orchestra 695. Major Findings 72Chapter 4: Conclusions and Recommendations 76References 78Appendix 83 zh_TW dc.format.extent 1196703 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0105363116 en_US dc.subject (關鍵詞) 交響樂團 zh_TW dc.subject (關鍵詞) 資金來源 zh_TW dc.subject (關鍵詞) 管理方式 zh_TW dc.subject (關鍵詞) 非營利組織 zh_TW dc.subject (關鍵詞) 績效評量 zh_TW dc.subject (關鍵詞) 指標 zh_TW dc.subject (關鍵詞) orchestra en_US dc.subject (關鍵詞) funding source en_US dc.subject (關鍵詞) management strategy en_US dc.subject (關鍵詞) nonprofit organization en_US dc.subject (關鍵詞) performance evaluation en_US dc.subject (關鍵詞) metrics en_US dc.title (題名) 交響樂團管理初探: 資金來源對經營管理的影響以及如何評估績效 zh_TW dc.title (題名) Orchestra Management: How Do Funding Sources Affect Decision-making and How Could Performance be Evaluated? en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) Association Française des Orchestres. (2015). Seeing the Forest for the Trees. In Orchestral Audiences: A Nationwide Study. http://www.france-orchestres.com/colloque/wp-content/uploads/sites/3/2015/09/BROCHURE_colloque_2015_A5_ENG_BAT.pdfAssociation of British Orchestras. (2020). The State of UK’s Orchestras in 2019. https://abo.org.uk/assets/files/News-and-Press/ABO-The-State-of-UKs-Orchestras-in-2019.pdfBailey, J. (2009). Meaningful Measurement: A Review of Literature about Artistic Vibrancy. Australia Council for the Arts.Bailey, J., & Richardson, L. (2010). Meaningful measurement: a literature review and Australian and British case studies of arts organizations conducting “artistic self-assessment.” Cultural Trends, 19(4), 291–306. https://doi.org/10.1080/09548963.2010.515004Better Business Bureau. (2003). BBB Standards for Charity Accountability. Give.org; https://give.org/charity-landing-page/bbb-standards-for-charity-accountabilityBertolini, D. (2018). Management and Structure of the Symphony Orchestra - A professional orchestra case-study into the techniques and philosophy applied within the industry [MA Thesis]. DOI: 10.13140/RG.2.2.30708.19846Baumol, W. J., & Bowen, W. G. (1966). Performing arts: the economic dilemma. New York, N.Y. Twentieth Century Fund.Casanovas-Rubio, M. del M., Christen, C., Valarezo, L. M., Bofill, J., Filimon, N., & Armengou, J. (2020). Decision-Making Tool for Enhancing the Sustainable Management of Cultural Institutions: Season Content Programming at Palau De La Música Catalana. Sustainability, 12(14), 5785. https://doi.org/10.3390/su12145785Charles, C. (2017). Nonprofit Arts Organizations: Debt Ratio Does Not Influence Donations—Interest Expense Ratio Does. The American Review of Public Administration, 48(7), 659–667. https://doi.org/10.1177/0275074017724227Dessler, G. (2013). Human Resource Management (13th ed., p. 285). Pearson Education Inc.Gapper, J. (2015, July 2). The Berlin Philharmonic orchestra finds harmony in democracy. The Financial Times. https://www.ft.com/content/25307942-1fd4-11e5-ab0f-6bb9974f25d0GRF CPAs & Advisors. (2012, August 16). Nonprofit Expenses: Correct Coding Prevents Problems. https://www.grfcpa.com/resource/nonprofit-expenses-correct-coding-prevents-problems/Grip, A.-K. (2009). Funding and Accountability: Studies of a Swedish and a British Chamber Orchestra [PhD Dissertation]. https://www.researchgate.net/publication/310970666_ Funding_and_Accountability_Studies_of_a_Swedish_and_a_British_Chamber_OrchestraHelibrun, J. (2001). Empirical Evidence of a Decline in Repertory Diversity among American Opera Companies 1991/92 to 1997/98. Journal of Cultural Economics, 25, 63–72. https://doi.org/https://doi.org/10.1023/A:1007694030922Knardal, P. S. (2019). Orchestrating institutional complexity and performance management in the performing arts. Financial Accountability & Management, 36(3). https://doi.org/10.1111/faam.12223Krug, K., & Weinberg, C. B. (2004). Mission, money, and merit: Strategic decision making by nonprofit managers. Nonprofit Management and Leadership, 14(3), 325–342. https://doi.org/10.1002/nml.37Kushner, R. J., & Poole, P. P. (1996). Exploring structure-effectiveness relationships in nonprofit arts organizations. Nonprofit Management and Leadership, 7(2), 119–136. https://doi.org/10.1002/nml.4130070203Lulka, Samantha M., "Measuring the Financial Health of American Symphony Orchestras" (2019). Honors Theses and Capstones. 452. https://scholars.unh.edu/honors/452Lumen Learning. (n.d.). Symphony Orchestras. Music Appreciation. Retrieved February 18, 2021, from https://courses.lumenlearning.com/musicappreciation_with_theory/chapter/symphony-orchestras/Medeiros, J., & Schwierz, C. (2013). Estimating the drivers and projecting long-term public health expenditure in the European Union: Baumol’s “cost disease” revisited. Economic Papers, 507. https://ec.europa.eu/economy_finance/publications/economic_paper/2013/pdf/ecp507_en.pdfMauskapf, M. (2011, November 2). Shared-leadership proves successful in music orgs. ArtsFwd. https://www.artsfwd.org/shared-leadership-proves-successful-in-music-orgs/Mauskapf, M. (2012, January 12). Cracking the Orchestra Nut: Challenges and Models for the Future. ArtsFwd. https://www.artsfwd.org/cracking-the-orchestra-nut-challenges-and-models-for-the-future/Neligan, A. (2006). Public Funding and Repertoire Conventionality in the German Public Theatre Sector: An Econometric Analysis. Applied Economics, 38(10), 1111–1121. https://doi.org/10.1080/00036840500405961orchestra. (n.d.). In Merriam Webster. Retrieved February 18, 2021, from https://www.merriam-webster.com/dictionary/orchestraOrchestra Manager Applicant Information Pack. (2019). 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