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題名 綜藝節目的組織作為：由TVBS《女人我最大》價值鏈分析節目輸出模式
Organizing Variety Show: Analyzing the Program Export Model of `Lady First` in TVBS作者 葉毓君
Yeh, Yu Chun貢獻者 蕭瑞麟
Hsiao, Ruey Lin
葉毓君
Yeh, Yu Chun關鍵詞 組織作為
制度形塑
知識管理
組織脈絡
Organizing practices
shaped institution
knowledge management
organizing context日期 2013 上傳時間 3-Nov-2014 10:10:44 (UTC+8) 摘要 為什麼有些電視節目推出後出師未捷身先死，可是有的節目卻能歷久而彌新？當一項創新能夠持續產生績優的成效，背後的組織脈絡會是何種樣貌，而即使作法受到許多對手競相傚仿卻也難以學其精華。這個議題需要分析知識如何可以被有效的保留。特別面對複雜的組織知識，企業應該如何整理知識記憶更是一大挑戰。如何讓知識有效地被傳承，是本文關注的重點。本研究以TVBS電視台推出之《女人我最大》為案例，分析該節目製作過程獨特的價值鏈，點出其中六大關鍵角色（主持人、達人、女人軍團、製作團隊、技術團隊、業務團隊），調查每一個角色所發展出的組織作為，並嘗試理解這些作為所衍生的制度以及其影響。唯有理解制度形塑的過程，才能有效解讀組織知識的意義，體會成員在特定時空環境下的工作內涵。如此，以制度的型式，知識才能落實地被保留與傳承。企業也才能增加移轉知識到組織疆界之外的可能性。
Why would some television programs fail to sustain for long after its launch, but others could become durable and long lasting? To put this inquiry into a more general sense, how may a particular form of innovation consistently show outstanding performance, even when rivals want to replicate its work practices would become difficult. This requires us to understand the dynamics of organizational context behind such an innovation, and investigate why a firm’s practices of organizing may not be acquired easily. To examine this issue, we need to analyze how an organization’s knowledge could be effectively stored and utilized. Particularly, when a firm deals with a set of complex knowledge, the preservation of such organization memory become challenging. The analysis of how to pass down a legacy of experiences and store it as a system of knowledge is an anchor point of this thesis. This research investigates a renowned TV program ‘Lady First’ produced by TVBS; and analyzes the unique value chain within the production process. This study unearths six critical roles (the host, expert, women troop, production team, technical team, and sales team), and identifies the organizing practices developed from each role. This study further surfaces the institution (or systems of knowledge) underlying these organizing practices and traces its influences. The processual understanding of how an institution is shaped by certain organizing practices helps us interpret the implication of organization knowledge and appreciate the value of work practices established by specific organizational actors. By so doing, knowledge could be preserved more effectively and pass on over time through shaped institution. Moreover, firms could increase the possibility of transfer such knowledge beyond their organizational boundary.參考文獻 • 中文文獻李金玲，2009，《電視節目產製流程與知識管理研究-以八大電視頻道「娛樂百分百」為例》，世新大學廣播電視電影學研究所。陳哲彬，2010，《電視節目製作關鍵流程與績效管理模式之研究》，臺北科技大學商業自動化與管理研究所學位論文。游玉琦，2008，《節目品牌建立與品牌延伸策略-以TVBS-G節目「女人我最大」為例》，臺灣師範大學大眾傳播研究所碩士論文。蔡明瑾，2013，《平台優勢：「女人我最大」電視節目的商業模式創新》，政治大學商學院經營管理碩士學程碩士學位論文。廖宣怡，2011，《中國大陸電視歌唱選秀節目產製之個案研究－以湖南衛視「超級女聲」、「快樂男聲」為例》，臺灣藝術大學廣播電視學系碩士班。蕭瑞麟，2013，《思考的脈絡：掌握問題全貌，創新更成功》，台北：天下文化。蕭瑞麟、歐素華、陳蕙芬，2011，「市集脈絡：由組織例規分析資訊科技的創新來源」，《中山管理評論》，第19期，第2卷，461-493頁。蕭瑞麟、廖啟旭、陳蕙芬，2011，越淮為枳：從實務觀點分析跨情境資訊科技移轉，《資訊管理學報》，第18期，第2卷，131-160頁。• 英文文獻Bobrow, D., & Whalen, J. 2002. Community knowledge sharing in practice: the Eureka story. Reflections: Society for Organizational Learning Journal, 4(2): 47-57.Bogan, C. E., & English, M. J. (Eds.). 1994. Benchmarking for Best Practices: Winning Through Innovative Adaptation. Berkshire: McGraw-Hill.Buckman, B. 1998. Knowledge Sharing at Buckman Laboratories. Journal of Business Strategy, January/February: 11-15.DiMaggio, P. 1988. Interest and agency in institutional theory. In L. G. Zucker (Ed.), Institutional patterns and organizations: Culture and environment.: 3-21: Ballinger Publishing Co/Harper & Row Publishers, Inc.Feldman, M. S. 2000. Organizational routines as a source of continuous change. Organization Science, 11(6): 611-629.Kostova, T. 1999. Transformational Transfer of Strategic Organizational Practices: a Contextual Perspective. Academy of Management Review, 24(2): 308-324.Kuwada, K. 1998. Strategic Learning: The Continuous Side of Discontinuous Strategic Change. Organization Science, 9(6): 719-736.Lee, G. K., & Cole, R. E. 2003. From a firm-based to a community-based model of knowledge creation: the Case of the Linux kernel development. Organization Science, 14(6): 633-649.Levine, J. M., & Moreland, R. L. 1998. Small Groups. In D. T. Gilbert, S. T. Fiske, & G. Lindzey (Eds.), The handbook of social psychology, 4th ed.: 415-469. Boston: McGraw-Hill.Newell, S., Swan, J. A., & Galliers, R. D. 2000. A knowledge-focused perspective on the diffusion and adoption of complex information technologies: the BPR example. Information Systems Journal, 10(3): 239-259.Nonaka, I. 1991. The Knowledge-Creating Company. Harvard Business Review(November-December): 96-104.O`Dell, A., & Grayson, C. J. 1998. If Only We Know What We Know: Identification and Transfer of Internal Best Practices. California Management Review, 40(3): 154-174.Orlikowski, W. J. 2002. Knowing in practice: Enacting a collective capability in distributed organizing. Organization Science, 13(3): 249-273.Swan, J., Goussevskaia, A., Newell, S., Robertson, M., Bresnen, M., & Obembe, A. 2007. Modes of organizing biomedical innovation in the UK and US and the role of integrative and relational capabilities. Research Policy, 36(4): 529-547.Swanson, E. B., & Ramiller, N. C. 1997. The organizing vision in information systems innovation. Organization Science, 8(5): 458-474.Szulanski, G. 1996. Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17: 27.Walsh, J., & Ungson, G. 1991. Organizational memory. Academy of Management Review, 16: 57-91.Zucker, L. G. 1989. Combining Institutional Theory and Population Ecology: No Legitimacy, No History. American Sociological Review, 54(4): 542-545. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
101932117
102資料來源 http://thesis.lib.nccu.edu.tw/record/#G0101932117 資料類型 thesis dc.contributor.advisor 蕭瑞麟 zh_TW dc.contributor.advisor Hsiao, Ruey Lin en_US dc.contributor.author (Authors) 葉毓君 zh_TW dc.contributor.author (Authors) Yeh, Yu Chun en_US dc.creator (作者) 葉毓君 zh_TW dc.creator (作者) Yeh, Yu Chun en_US dc.date (日期) 2013 en_US dc.date.accessioned 3-Nov-2014 10:10:44 (UTC+8) - dc.date.available 3-Nov-2014 10:10:44 (UTC+8) - dc.date.issued (上傳時間) 3-Nov-2014 10:10:44 (UTC+8) - dc.identifier (Other Identifiers) G0101932117 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/70990 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 101932117 zh_TW dc.description (描述) 102 zh_TW dc.description.abstract (摘要) 為什麼有些電視節目推出後出師未捷身先死，可是有的節目卻能歷久而彌新？當一項創新能夠持續產生績優的成效，背後的組織脈絡會是何種樣貌，而即使作法受到許多對手競相傚仿卻也難以學其精華。這個議題需要分析知識如何可以被有效的保留。特別面對複雜的組織知識，企業應該如何整理知識記憶更是一大挑戰。如何讓知識有效地被傳承，是本文關注的重點。本研究以TVBS電視台推出之《女人我最大》為案例，分析該節目製作過程獨特的價值鏈，點出其中六大關鍵角色（主持人、達人、女人軍團、製作團隊、技術團隊、業務團隊），調查每一個角色所發展出的組織作為，並嘗試理解這些作為所衍生的制度以及其影響。唯有理解制度形塑的過程，才能有效解讀組織知識的意義，體會成員在特定時空環境下的工作內涵。如此，以制度的型式，知識才能落實地被保留與傳承。企業也才能增加移轉知識到組織疆界之外的可能性。 zh_TW dc.description.abstract (摘要) Why would some television programs fail to sustain for long after its launch, but others could become durable and long lasting? To put this inquiry into a more general sense, how may a particular form of innovation consistently show outstanding performance, even when rivals want to replicate its work practices would become difficult. This requires us to understand the dynamics of organizational context behind such an innovation, and investigate why a firm’s practices of organizing may not be acquired easily. To examine this issue, we need to analyze how an organization’s knowledge could be effectively stored and utilized. Particularly, when a firm deals with a set of complex knowledge, the preservation of such organization memory become challenging. The analysis of how to pass down a legacy of experiences and store it as a system of knowledge is an anchor point of this thesis. This research investigates a renowned TV program ‘Lady First’ produced by TVBS; and analyzes the unique value chain within the production process. This study unearths six critical roles (the host, expert, women troop, production team, technical team, and sales team), and identifies the organizing practices developed from each role. This study further surfaces the institution (or systems of knowledge) underlying these organizing practices and traces its influences. The processual understanding of how an institution is shaped by certain organizing practices helps us interpret the implication of organization knowledge and appreciate the value of work practices established by specific organizational actors. By so doing, knowledge could be preserved more effectively and pass on over time through shaped institution. Moreover, firms could increase the possibility of transfer such knowledge beyond their organizational boundary. en_US dc.description.tableofcontents 致謝詞 i摘要 iii論文目錄 v圖目錄 viii表目錄 ix壹、緒論 11.1 研究動機 11.2 研究目的 61.3 預期貢獻 8貳、文獻回顧 112.1最佳實務：忠實記錄知識 122.2組織作為：擷取知識運作的原則 14參、研究方法 183.1 方法論 183.2 案例選擇原則 203.3 分析架構 223.4 資料收集 253.5 資料分析 27肆、研究發現 314.1《女人我最大》之演進 314.1.1 節目型態的演變 324.1.2 節目結構的演變 444.2 組織作為之一：主持人 524.2.1 角色內涵—主持人為跨域中介者 524.2.2 組織作為 534.2.3 制度形成—守門員機制 564.3 組織作為之二：達人老師 604.3.1 角色內涵—達人為知識轉譯者 604.3.2 組織作為 614.3.3 制度形成—達人培育制度 644.4 組織作為之三：女人軍團 684.4.1 角色內涵—女人軍團為領先使用者 684.4.2 組織作為 694.4.3 制度形成—使用者代言制度 714.5 組織作為之四：製作團隊 734.5.1 角色內涵—製作團隊為趨勢探索者 734.5.2 組織作為 744.5.3制度形成—議題研發制度 814.6 組織作為之五：技術團隊 834.6.1 角色內涵—技術團隊為舞台設計者 834.6.2 組織作為 834.6.3 制度形成—製作模組化制度 894.7 組織作為之六：業務團隊 924.7.1 角色內涵—業務團隊為創新擴散者 924.7.2 組織作為 934.7.5 制度形成—法規迴避制度 97伍、討論 1005.1 學術意涵 1005.2 實務啟示 1035.2.1 對TVBS的借鏡 1035.2.2 對影視音產業的借鏡 1105.2.3 對文化政策的借鏡 1115.3 研究限制與未來方向 112陸、結論 114參考文獻 117 zh_TW dc.format.extent 3138389 bytes - dc.format.mimetype application/pdf - dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0101932117 en_US dc.subject (關鍵詞) 組織作為 zh_TW dc.subject (關鍵詞) 制度形塑 zh_TW dc.subject (關鍵詞) 知識管理 zh_TW dc.subject (關鍵詞) 組織脈絡 zh_TW dc.subject (關鍵詞) Organizing practices en_US dc.subject (關鍵詞) shaped institution en_US dc.subject (關鍵詞) knowledge management en_US dc.subject (關鍵詞) organizing context en_US dc.title (題名) 綜藝節目的組織作為：由TVBS《女人我最大》價值鏈分析節目輸出模式 zh_TW dc.title (題名) Organizing Variety Show: Analyzing the Program Export Model of `Lady First` in TVBS en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) • 中文文獻李金玲，2009，《電視節目產製流程與知識管理研究-以八大電視頻道「娛樂百分百」為例》，世新大學廣播電視電影學研究所。陳哲彬，2010，《電視節目製作關鍵流程與績效管理模式之研究》，臺北科技大學商業自動化與管理研究所學位論文。游玉琦，2008，《節目品牌建立與品牌延伸策略-以TVBS-G節目「女人我最大」為例》，臺灣師範大學大眾傳播研究所碩士論文。蔡明瑾，2013，《平台優勢：「女人我最大」電視節目的商業模式創新》，政治大學商學院經營管理碩士學程碩士學位論文。廖宣怡，2011，《中國大陸電視歌唱選秀節目產製之個案研究－以湖南衛視「超級女聲」、「快樂男聲」為例》，臺灣藝術大學廣播電視學系碩士班。蕭瑞麟，2013，《思考的脈絡：掌握問題全貌，創新更成功》，台北：天下文化。蕭瑞麟、歐素華、陳蕙芬，2011，「市集脈絡：由組織例規分析資訊科技的創新來源」，《中山管理評論》，第19期，第2卷，461-493頁。蕭瑞麟、廖啟旭、陳蕙芬，2011，越淮為枳：從實務觀點分析跨情境資訊科技移轉，《資訊管理學報》，第18期，第2卷，131-160頁。• 英文文獻Bobrow, D., & Whalen, J. 2002. Community knowledge sharing in practice: the Eureka story. Reflections: Society for Organizational Learning Journal, 4(2): 47-57.Bogan, C. E., & English, M. J. (Eds.). 1994. Benchmarking for Best Practices: Winning Through Innovative Adaptation. Berkshire: McGraw-Hill.Buckman, B. 1998. Knowledge Sharing at Buckman Laboratories. Journal of Business Strategy, January/February: 11-15.DiMaggio, P. 1988. Interest and agency in institutional theory. In L. G. Zucker (Ed.), Institutional patterns and organizations: Culture and environment.: 3-21: Ballinger Publishing Co/Harper & Row Publishers, Inc.Feldman, M. S. 2000. Organizational routines as a source of continuous change. Organization Science, 11(6): 611-629.Kostova, T. 1999. Transformational Transfer of Strategic Organizational Practices: a Contextual Perspective. Academy of Management Review, 24(2): 308-324.Kuwada, K. 1998. Strategic Learning: The Continuous Side of Discontinuous Strategic Change. Organization Science, 9(6): 719-736.Lee, G. K., & Cole, R. E. 2003. From a firm-based to a community-based model of knowledge creation: the Case of the Linux kernel development. Organization Science, 14(6): 633-649.Levine, J. M., & Moreland, R. L. 1998. Small Groups. In D. T. Gilbert, S. T. Fiske, & G. Lindzey (Eds.), The handbook of social psychology, 4th ed.: 415-469. Boston: McGraw-Hill.Newell, S., Swan, J. A., & Galliers, R. D. 2000. A knowledge-focused perspective on the diffusion and adoption of complex information technologies: the BPR example. Information Systems Journal, 10(3): 239-259.Nonaka, I. 1991. The Knowledge-Creating Company. Harvard Business Review(November-December): 96-104.O`Dell, A., & Grayson, C. J. 1998. If Only We Know What We Know: Identification and Transfer of Internal Best Practices. California Management Review, 40(3): 154-174.Orlikowski, W. J. 2002. Knowing in practice: Enacting a collective capability in distributed organizing. Organization Science, 13(3): 249-273.Swan, J., Goussevskaia, A., Newell, S., Robertson, M., Bresnen, M., & Obembe, A. 2007. Modes of organizing biomedical innovation in the UK and US and the role of integrative and relational capabilities. Research Policy, 36(4): 529-547.Swanson, E. B., & Ramiller, N. C. 1997. The organizing vision in information systems innovation. Organization Science, 8(5): 458-474.Szulanski, G. 1996. Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17: 27.Walsh, J., & Ungson, G. 1991. Organizational memory. Academy of Management Review, 16: 57-91.Zucker, L. G. 1989. Combining Institutional Theory and Population Ecology: No Legitimacy, No History. American Sociological Review, 54(4): 542-545. zh_TW
