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題名 融媒體作為：電視產業如何以資源互動形塑複合商業模式
Organizing Transmedia: How Television Industry Shapes Hybrid Business Model through Resources Interaction作者 莊惠琳
Chuang, Hui-Ling貢獻者 蕭瑞麟<br>洪為璽
Hsiao, Ruey-Lin<br>Hung, Wei-Hsi(Frank)
莊惠琳
Chuang, Hui-Ling關鍵詞 知識中介
複合模式
資源流
媒體融合
電視產業
Knowledge Broker
Hybrid Model
Resource Flow
Media Convergence
Television Industry日期 2019 上傳時間 1-七月-2020 14:02:56 (UTC+8) 摘要 傳統電視近幾年受視頻網站衝擊嚴重，流失了大量的年輕觀眾和廣告主，廣告商的資源被掌握在幾個主要的新興媒體上，例如YouTube、愛奇藝、抖音等。除此之外，電視台也發現本身的技術、內容及商業模式跟不上視頻網站的問題，要把傳統媒體流失的廣告、收視或利潤補回來，到目前為止仍是一個非常艱難的課題，甚至市場上出現了「電視將死」的流言。回顧過往歷史也不難發現，創新的失敗往往並非本身資源和能力的問題，而是企業往往因為守舊於過去的成功的經驗或是不習慣改變的心態，使得創新無疾而終。以目前電視台的作法來說，電視台普遍以成立新媒體部門的方式，透過粉絲團、行動載體等新媒體直接與消費者溝通，改變以往的資訊發佈模式，而藉助臉書、Line等種種觀眾使用的新媒體工具作為自己的傳播平台，例如採取網路平台+電視的「雙網聯動」模式行銷運作。但是，直接將新聞內容搬到網路上或是架設臉書經營粉絲不是不行，只是這樣的改變，是否真的為傳統媒體帶來了破壞式創新，進而為傳統媒體帶來新的商業模式，還是僅只是改善或增設一項服務而已？又傳統電視在觀眾及廣告流失的局面之下，即使電視台想力求創新，仍舊不敵新媒體在內容及傳播上的自主性及方便性。然而，本研究卻發現北京天脈聚源科技公司(以下簡稱天脈)，在傳統電視面臨創新制約之下，卻能將電視與手機兩種媒體產生「融合」。本研究欲分析在傳統封閉的媒體產業中，當傳統媒體人紛紛認為傳統媒體尋找不到新的商業模式時，卻有一群人看見電視存在的優勢與價值，為傳統電視帶來多元的內容與用戶流量，進而改變傳統媒體的商業模式，創造「融媒體」。本研究將探索以「複合」文獻為理論基礎，解讀企業如何有機結合新舊商業模式的作法。
The topic of TV and video platform are enemies and friends have been discussed by the practice community countless times. TV has been hit hard by video platform in recent years, and a large number of young viewers and advertisers have been lost. The resources of advertisers are mastered in several major emerging media, such as YouTube and iQiyi. In addition, TV stations have found that their technology, content and business model can`t keep up with the problem of video websites. It is still a very difficult task to replenish the advertisements, ratings or profits lost by traditional media. Looking back on past history, the failure of innovation is often not a question of its own resources and capabilities, but that enterprises often end up in innovation because of their successful experience in the past or the mentality of not being used to change. In the current practice of TV stations, TV stations generally use new media departments to communicate directly with audiences through new media such as fan groups and mobile carriers, changing the previous information release model, and using Facebook, Line and other audiences. This article examines how a hybrid business model is emerged from the interactive process in between with TV stations and mobile phones. Our study highlights the integration mechanism by blending incumbent business models with new ones to create particular synergies for innovation. Through a qualitative case study, we investigate a media company with leading technologies to help TV stations transform their business models. Specifically, this finding describes three patterns of integration mechanisms: (1) indirect marketing with direct selling, which explains how TV’s core revenues, the advertisement, could be transformed into native advertisement and e-commerce; (2) IP with IT package: which illustrates how TV programs’ value could be redefined and repackaged by technology; (3) online with offline experience: which synchronize the life broadcasting as virtual reality. Theoretically, this study added to hybrid business model theories and business model literature by showing the link between resource integration and hybrid business models. Practically, this paper examines how enterprises may achieve resources synergy to bring about business model innovations.參考文獻 中文文獻蕭宇軒，2014，《虛實相生：以資源拼貼觀點探討台灣網路商店由虛擬跨入實體通路之歷程》，國立臺灣大學碩士論文。李珮如，2018，《從TV到TV+台灣電視媒體變革與困境之研究 : 以東森電視為例》， 國立政治大學傳播學院碩士論文。魏然，2015，「新媒體研究的困境與未來發展方向」。《傳播與社會學刊》，第 31期， 第221–240頁。趙樹清、尹遜鈺、曾昕旻，2017，「電視跨屏互動場景畫營銷研究」，《現代傳播》第5期，119-123頁。姚成彥，2015，「虛實整合：特力屋電子商務的服務創新」，《中山管理評論》，第 23 期，第 1 卷，第 377-409頁。王繼源，2013，《移動串媒：移動者行為模式的媒體串聯策略》，政治大學經營管理碩士學程碩士論文。江宜芳、謝明慧、莊雅蘭，2013，探討企業由實體走向虛擬之即創歷程：以台灣中小企業為例，《中小企業發展季刊》， 第1-46頁。蕭瑞麟、歐素華，2017，「資源流：聯合報系複合商業模式的形成」，《組織與管理》，第1期，第10卷，第1-55頁。蕭瑞麟、歐素華、陳蕙芬，2014，「劣勢創新：梵谷策展中的隨創行為」，《中山管理評論》，第2期，第22卷，第323-367頁。英文文獻Baker, T., & Nelson, R. E. 2005. Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3): 329-366.Barney, J. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17(1): 99-120.Collis, D. J., & Montgomery, C. A. 1995. Competing on Resources: Strategy in the 1990s. Knowledge and strategy: 25-40.Collis, D. J., & Montgomery, C. A. 2008. Competing on resources. Harvard business review.Haigh, N., & Hoffman, A. J. 2012. Hybrid organizations: The next chapter of sustainable business. Organizational Dynamics, 41(2): 126-134.Hargadon, A. 1998. Firms as knowledge brokers: Lessons in pursuing continuous innovation. California Management Review, 40(3): 209-227.Kwong, C., Tasavori, M., & Wun-mei Cheung, C. 2017. Bricolage, collaboration and mission drift in social enterprises. Entrepreneurship & Regional Development, 29(7-8): 609-638.Lounsbury, M., & Glynn, M. A. 2001. Cultural entrepreneurship: Stories, legitimacy, and the acquisition of resources. Strategic management journal, 22(6‐7): 545-564.Meyer, J. W., & Rowan, B. 1977. Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83: 340-363.Negroponte, N. 1995. Being digital. London: Hodder & Stoughton.Oliver, C. 1991. Strategic responses to institutional processes. Academy of Management Review, 16(1): 145-179.Orlikowski, W. J. 1996. Improvising organizational transformation over time: A situated change perspective. Information Systems Research, 7(1): 63–93.Pache, A.-C., & Santos, F. 2013. Inside the hybrid organization: Selective coupling as a response to competing institutional logics. Academy of Management Journal, 56(4): 972-1001.Penrose, E. 1959. The theory ofthe growth ofthe firm. JohnW iley& Sons, New York.Prasarnphanich, P., & Gillenson, M. L. 2003. The hybrid clicks and bricks business model. Communcation of ACM, 46(12): 178-185.Rein, M., & Schön, D. 1994. Frame reflection: Toward the resolution of intractable policy controversies. New York: Basic Book.Santos, F. M., Pache, A.-C., & Birkholz, C. 2015. Making hybrids work: Aligning business models and organizational design for social enterprises. California Management Review, 57(3): 36-58.Vasile, V., & Teodorescu, I. 2015. Finding the Synergy when Operating "Bricks and Clicks" Business Models. Proceedings of the International Conference Marketing - from Information to Decision, 8: 102-109.Wernerfelt, B. 1989. From critical resources to corporate strategy. Journal of general management, 14(3): 4-12. 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
106363095資料來源 http://thesis.lib.nccu.edu.tw/record/#G0106363095 資料類型 thesis dc.contributor.advisor 蕭瑞麟<br>洪為璽 zh_TW dc.contributor.advisor Hsiao, Ruey-Lin<br>Hung, Wei-Hsi(Frank) en_US dc.contributor.author (作者) 莊惠琳 zh_TW dc.contributor.author (作者) Chuang, Hui-Ling en_US dc.creator (作者) 莊惠琳 zh_TW dc.creator (作者) Chuang, Hui-Ling en_US dc.date (日期) 2019 en_US dc.date.accessioned 1-七月-2020 14:02:56 (UTC+8) - dc.date.available 1-七月-2020 14:02:56 (UTC+8) - dc.date.issued (上傳時間) 1-七月-2020 14:02:56 (UTC+8) - dc.identifier (其他 識別碼) G0106363095 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/130650 - 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) 106363095 zh_TW dc.description.abstract (摘要) 傳統電視近幾年受視頻網站衝擊嚴重，流失了大量的年輕觀眾和廣告主，廣告商的資源被掌握在幾個主要的新興媒體上，例如YouTube、愛奇藝、抖音等。除此之外，電視台也發現本身的技術、內容及商業模式跟不上視頻網站的問題，要把傳統媒體流失的廣告、收視或利潤補回來，到目前為止仍是一個非常艱難的課題，甚至市場上出現了「電視將死」的流言。回顧過往歷史也不難發現，創新的失敗往往並非本身資源和能力的問題，而是企業往往因為守舊於過去的成功的經驗或是不習慣改變的心態，使得創新無疾而終。以目前電視台的作法來說，電視台普遍以成立新媒體部門的方式，透過粉絲團、行動載體等新媒體直接與消費者溝通，改變以往的資訊發佈模式，而藉助臉書、Line等種種觀眾使用的新媒體工具作為自己的傳播平台，例如採取網路平台+電視的「雙網聯動」模式行銷運作。但是，直接將新聞內容搬到網路上或是架設臉書經營粉絲不是不行，只是這樣的改變，是否真的為傳統媒體帶來了破壞式創新，進而為傳統媒體帶來新的商業模式，還是僅只是改善或增設一項服務而已？又傳統電視在觀眾及廣告流失的局面之下，即使電視台想力求創新，仍舊不敵新媒體在內容及傳播上的自主性及方便性。然而，本研究卻發現北京天脈聚源科技公司(以下簡稱天脈)，在傳統電視面臨創新制約之下，卻能將電視與手機兩種媒體產生「融合」。本研究欲分析在傳統封閉的媒體產業中，當傳統媒體人紛紛認為傳統媒體尋找不到新的商業模式時，卻有一群人看見電視存在的優勢與價值，為傳統電視帶來多元的內容與用戶流量，進而改變傳統媒體的商業模式，創造「融媒體」。本研究將探索以「複合」文獻為理論基礎，解讀企業如何有機結合新舊商業模式的作法。 zh_TW dc.description.abstract (摘要) The topic of TV and video platform are enemies and friends have been discussed by the practice community countless times. TV has been hit hard by video platform in recent years, and a large number of young viewers and advertisers have been lost. The resources of advertisers are mastered in several major emerging media, such as YouTube and iQiyi. In addition, TV stations have found that their technology, content and business model can`t keep up with the problem of video websites. It is still a very difficult task to replenish the advertisements, ratings or profits lost by traditional media. Looking back on past history, the failure of innovation is often not a question of its own resources and capabilities, but that enterprises often end up in innovation because of their successful experience in the past or the mentality of not being used to change. In the current practice of TV stations, TV stations generally use new media departments to communicate directly with audiences through new media such as fan groups and mobile carriers, changing the previous information release model, and using Facebook, Line and other audiences. This article examines how a hybrid business model is emerged from the interactive process in between with TV stations and mobile phones. Our study highlights the integration mechanism by blending incumbent business models with new ones to create particular synergies for innovation. Through a qualitative case study, we investigate a media company with leading technologies to help TV stations transform their business models. Specifically, this finding describes three patterns of integration mechanisms: (1) indirect marketing with direct selling, which explains how TV’s core revenues, the advertisement, could be transformed into native advertisement and e-commerce; (2) IP with IT package: which illustrates how TV programs’ value could be redefined and repackaged by technology; (3) online with offline experience: which synchronize the life broadcasting as virtual reality. Theoretically, this study added to hybrid business model theories and business model literature by showing the link between resource integration and hybrid business models. Practically, this paper examines how enterprises may achieve resources synergy to bring about business model innovations. en_US dc.description.tableofcontents 書頁 I博碩士論文上網授權書 II學位考試委員會審議通過書(簽名頁) III謝誌 IV聲明頁 II英文摘要 VI表目錄 XI壹、緒論 1第一節 研究動機 1第二節 研究目的 5第三節 預期效應 7貳、文獻回顧 10第一節 定義媒體融合 10第二節 中介論 14第三節 複合論 15第四節 融合論 17參、研究方法 22第一節 案例選擇 22第二節 資料蒐集過程 24第三節 分析架構與步驟 27肆、研究發現 30第一節 天脈的媒體科技 30第二節 導流到導購：以虛襯實 35一、新舊之間衝突：廣告發散，觀眾失焦 36二、中介者回應：以虛襯實 37三、融合效應：互動觸發導購 43第三節 跨屏導流到社群互動：以實帶虛 48一、新舊之間衝突：電視卻被邊緣化 48二、中介者回應：以實帶虛 51三、融合效應：互動觸發社群互動 55第四節 跨屏導流至同步互動觀眾：虛實相襯 61一、新舊之間衝突：非預期內容，即時同步占據觀眾注意力 62二、中介者回應：虛實相襯 65三、融合效應：互動觸發同步互動 70伍、討論 80第一節 學術貢獻 80一、由「衝突」看商業模式共存 80二、針對新舊商業模式共存方式，提出「融合」的概念 82三、資源互動的三種樣態 83第二節 實務啟示 84一、新舊之間的「衝突」，也可以是創新的來源 84二、以勢攻勢，關鍵在於知己知彼 86三、資源互動形塑「虛實融合」 87第三節 研究限制與未來方向 89一、新舊商業模式之間的衝突，背後可能是「機構」 89二、解讀「衝突」，加深企業「識別」衝突的危機意識 90三、資源及角色互動的多元分析 91陸、結論 94參考文獻 97中文文獻 97英文文獻 98 圖目錄圖 1：分析架構之設計(蕭瑞麟、歐素華, 2017) 28圖 2：本研究之分析步驟 29圖 3：天脈聚源公司的組織架構圖（本研究整理） 31圖 4：天脈的商業模式 34圖 5：以虛襯實的互動模式 36圖 6：跨屏導流至導購互動模式 47圖 7：以實帶虛的互動模式 48圖 8：跨屏導流至社群互動模式 61圖 9：虛實相襯的互動模式 62圖 10：跨屏導流至同步互動模式 79表目錄表 1：文獻回顧整理表格 12表 2：田野調查時程表 24表 3：天脈聚源田野調查一覽表 26表 4：三種融合互動模式 34 zh_TW dc.format.extent 22554853 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0106363095 en_US dc.subject (關鍵詞) 知識中介 zh_TW dc.subject (關鍵詞) 複合模式 zh_TW dc.subject (關鍵詞) 資源流 zh_TW dc.subject (關鍵詞) 媒體融合 zh_TW dc.subject (關鍵詞) 電視產業 zh_TW dc.subject (關鍵詞) Knowledge Broker en_US dc.subject (關鍵詞) Hybrid Model en_US dc.subject (關鍵詞) Resource Flow en_US dc.subject (關鍵詞) Media Convergence en_US dc.subject (關鍵詞) Television Industry en_US dc.title (題名) 融媒體作為：電視產業如何以資源互動形塑複合商業模式 zh_TW dc.title (題名) Organizing Transmedia: How Television Industry Shapes Hybrid Business Model through Resources Interaction en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文文獻蕭宇軒，2014，《虛實相生：以資源拼貼觀點探討台灣網路商店由虛擬跨入實體通路之歷程》，國立臺灣大學碩士論文。李珮如，2018，《從TV到TV+台灣電視媒體變革與困境之研究 : 以東森電視為例》， 國立政治大學傳播學院碩士論文。魏然，2015，「新媒體研究的困境與未來發展方向」。《傳播與社會學刊》，第 31期， 第221–240頁。趙樹清、尹遜鈺、曾昕旻，2017，「電視跨屏互動場景畫營銷研究」，《現代傳播》第5期，119-123頁。姚成彥，2015，「虛實整合：特力屋電子商務的服務創新」，《中山管理評論》，第 23 期，第 1 卷，第 377-409頁。王繼源，2013，《移動串媒：移動者行為模式的媒體串聯策略》，政治大學經營管理碩士學程碩士論文。江宜芳、謝明慧、莊雅蘭，2013，探討企業由實體走向虛擬之即創歷程：以台灣中小企業為例，《中小企業發展季刊》， 第1-46頁。蕭瑞麟、歐素華，2017，「資源流：聯合報系複合商業模式的形成」，《組織與管理》，第1期，第10卷，第1-55頁。蕭瑞麟、歐素華、陳蕙芬，2014，「劣勢創新：梵谷策展中的隨創行為」，《中山管理評論》，第2期，第22卷，第323-367頁。英文文獻Baker, T., & Nelson, R. 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