臺灣博碩士論文加值系統

隨創理論（Bricolage）分析組織如何能夠即興式的於劣勢下解決資源匱乏問題，主要立論於三大原則：將就著用、就地取材、資源組合。藉由將就著用、就地取材、資源組合，創新者可以將資源無中生有。但是，過去文獻似乎忽略隨創不只是重組資源，以必須運用各種創新的手法回應制約。本研究聚焦於資源建構，分析資源缺乏的情況下，創新者是經由什麼樣的方法拼湊資源，發揮隨創。全球數位匯流時代來臨，傳統媒體包括唱片業、電視台、報業等跟內容出版相關的產業都受到嚴重衝擊。特別，於高度競爭的音樂和電視產業，因為國際競爭而生存更加不易。本研究藉由「隨創理論」的視角，檢視台灣娛樂產業（即影視音產業，以音樂和電視為主）中三個代表性個案。本論文透過他們所施展的資源建構方式，來了解新型態的隨創作法。本研究將從三個核心構面（藝人、內容和載體）著手，了解三個案例的營運模式（華研音樂、八大電視公司以及三立電視公司）。本研究的目標是找出這些企業的隨創做法，分析他們如何重新建構資源，找出解決方案。

The literature of bricolage analyzes how organizations may improvise solutions to resolve resource constraints under disadvanatge situations, which is based on three principles: Making-do, resource at hand and resource combination. By making do with resources at hand or recombining resources, innovators may create something from nothing. However, the previous studies neglect that effective bricolage may be achieved not only through recombination of resources but also through various ways of responding to constrained situations. This research focuses on the reconstruction of resources, and analyze under resource constraints how an innovator could making-do with resources and implement bricolage. In the coming of digital convergence era, traditional media, such as content industry including music, television, and newspaper sector, are facing severe impacts. Especially, in the highly competitive music and television sectors, firms’ survival is increasingly difficult due to the added international competitions. This research employs the lens of bricolage to examine three representative cases in the entertainment industry (i.e. audio-vidual industry, with a focus on music and television sectors). This thesis examines their resource construction methods to understand new approaches to bricolage. This study will analyze three core constructs (namely artists, content and medium) to understand the three cases’ operating models (i.e. HIM Music, GTV, and SET). This research aims to identify their approaches to bricolage and examine how to reconstruct resources to formulate resolutions.

誌謝詞 I
摘要 II
論文目錄 IV
表目錄 VII
圖目錄 IX
壹、緒論 1
貳、文獻回顧 5
2.1 定義劣勢創新 5
2.2 弱勢者的回應 9
2.3 隨創理論：就地取材 10
2.4 理論缺口與研究問題 15
參、研究方法 17
3.1 方法論與分析架構 17
3.2 案例選擇原則 20
3.3 資料收集 23
3.4 資料分析 25
肆、研究發現 29
4.1華研音樂 30
4.1.1 公司背景 30
4.1.2 制約：數位音樂衝擊實體唱片 32
4.1.3 回應一：藝人的六種身分 34
4.1.4 回應二：內容向外嚴選、統籌創作 46
4.1.5 回應三：載體結合跨域經紀模式 52
4.2八大電視台 58
4.2.1 公司背景 58
4.2.2 制約：戲劇內容自製成本過高 61
4.2.3 回應一：藝人切割合約 63
4.2.4 回應二：內容分進合擊 64
4.2.5 回應三：載體轉攻新視頻媒體 72
4.3三立電視台 76
4.3.1 公司背景 76
4.3.2 制約：一線明星難求 80
4.3.3 回應一：藝人融入客制化經紀模式 83
4.3.4 回應二：內容源於數位敘事工場 91
4.3.5 回應三：載體組合以開拓海外授權 97
伍、討論 103
5.1 學術意涵 104
5.1.1 資源轉化方式 105
5.1.2 賦予資源新價值 108
5.1.3 化阻力為助力 110
5-2實務啟示 111
5.2.1 與時俱進的資源轉換 111
5.2.2 跨載體競爭又合作的伙伴關係 112
5.2.3 絕處逢生的資源再利用 114
5.3 研究限制與未來方向 114
陸、結論 119
參考文獻 122
中文部分: 122
英文部分 122
附件 124
附件1：文化部補助影視產業名單 124
附件2：華研音樂S.H.E團體商業模式彙總 142

中文部分:
國內論文
1.朴允善，2012，《韓國音樂產業全球策略化研究》，國立政治大學傳播學院碩士論文。
2.卓沅蓁 （2006）。由新聞局到NCC的新無線電視：一個手持式電視的政策分析，《廣播與電視》，25：85-116。
3.賀秋白，2011，我國數位出版市場與出版市場之探討，《中華印刷科技年報》，issue， p.285-299。
4.蕭瑞麟，2006，《不用數字的研究：鍛鍊深度思考力的質性研究》，台北：培生教育。
5.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。
英文部分
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2.Baker, T. 2007. Resources in play: Bricolage in the toy store(y). Journal of Business Venturing, 22(5): 694-711.
3.Baker, T., &; Nelson, R. E. 2005. Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3): 329-366.
4.Birkinshaw, J. 2003. The paradox of corporate entrepreneurship. Strategy and Business, 30(30): 46-57.
5.Boojihawon, D. K., Dimitratos, P., &; Young, S. 2007. Characteristics and influences of multinational subsidiary entrepreneurial culture: The case of the advertising sector. International Business Review, 16(5): 549-572.
6.Bouquet, C., &; Birkinshaw, J. 2008. Managing power in the multinational corporation: How low-power actors gain influence. Journal of Management, 34(3): 477-508.
7.Garud, R., &; Karne, P. 2003. Bricolage versus breakthrough: Distributed and embedded agency in technology entrepreneurship. Research Policy, 32(2): 277-300.
8.Gerstner, L. V. 2002. Who says elephants cannot dance? Inside IBM's historic turnaround. New York: HarperBusiness.
9.Hsiao, R.-L., &; Chen, H.-F. 2008. When Innovations Blend-in Institutions: Emergent Robust Design in the Case of Ladder Digital College, The Annual Meeting of the Academy of Management. Anaheim, California, USA.
10.Kumar, N., &; Puranam, P. 2012. Frugal engineering: An energing innovation paradigm. Ivey Business Journal, 76(2): 14-16.
11.Levi-Strauss, C. 1968. The savage mind (Nature of Human Society). Chicago: University of Chicago Press.
12.Oliver, C. 1991. Strategic responses to institutional processes. Academy of Management Review, 16(1): 145.
13.Penrose, E. T. 1959. The theory of the growth of the firm. New York: Wiley.
14.Suchman, M. C. 1995. Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3): 571-610.
15.Zeschky, M., Widenmayer, B., &; Gassmann, O. 2011. Frugal innovation in emerging markets: The case of Mettler Toledo. Research Technology Management, 54(4): 38-45.
16.Zimmerman, M. A., &; Zeitz, G. J. 2002. Beyond survival: Achieving new venture growth by building legitimacy. Academy of Management Review, 27(3): 414-431.