(3.238.96.184) 您好!臺灣時間:2021/05/10 08:54
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果

詳目顯示:::

我願授權國圖
: 
twitterline
研究生:蔡凱勝
研究生(外文):Kai-Sheng Tsai
論文名稱:台灣魔術產業分析與競爭策略探討
論文名稱(外文):Analysis and Competitive Strategies on Magic Industry in Taiwan
指導教授:趙仁方趙仁方引用關係胡靖胡靖引用關係
指導教授(外文):Ren-Fang ChaoJing Hu
學位類別:碩士
校院名稱:義守大學
系所名稱:管理碩博士班
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2016
畢業學年度:104
語文別:中文
論文頁數:69
中文關鍵詞:魔術表演產業分析競爭優勢競爭策略五力分析
外文關鍵詞:Magic PerformanceIndustry AnalysisCompetitive AdvantageCompetitive StrategyFive Forces Analysis
相關次數:
  • 被引用被引用:0
  • 點閱點閱:251
  • 評分評分:系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:0
表演藝術當中的魔術表演近來來十分熱門,並隨著競爭對手的增加,競爭優勢的差異等因素,使得競爭激烈化,也因而形成了產業化的趨勢。因此,本研究以魔術產業為研究重點,採用質性研究的深度訪談法,與魔術產業中三種不同類型的受訪者:魔術表演公司經營者、職業型魔術表演者、業餘型魔術表演者,共計十人進行訪談;並使用參與觀察法,親身投入魔術業界,進行資料蒐集。
研究結果顯示,公司經營者及職業表演者為魔術產業價值鏈的重要連結點,而業餘表演者輔以人力資源及技術提供的角色。再者,多元化及國際化可作為魔術產業經營策略的方針,且專業創新可創造競爭優勢。最後透過麥可‧波特的五力分析,以瞭解產業內的競爭強度及供應商的談判力量較具威脅性,購買方的談判力量為中等,其餘為低。
因此,本研究認為,魔術業界需更有國際觀,並跳脫出以往模仿的框架,才可取得更強烈的競爭優勢。並可更進一步,使台灣魔術揚名中外,開啟另一片天。

Magic performance among Performing Arts becomes very popular recently, and with the increase of competitors, competitive differentiation and other factors, making the competition fierce, and thus formed the industrial trend. Therefore, the study sets magic industry as the focus of research, using In-depth interviews with three different types of respondents in magic industry: magic company managers, professional type magic performers, and amateur type magic performers, a total of ten people were interviewed; also, using participant observation, sets researcher himself into the industry, and collecting information.
Research results show that the company managers and professional performers are important junction point of magic industry value chain, and amateur performers complemented by the role of human resources and technology providing. Furthermore, diversification and internationalization could be a good guideline of magic industry business strategies, and professional innovation could create competitive advantage. Finally, through Michael Porter''s Five Forces Analysis, realized that industry competitive strength and bargaining power of suppliers are with high level threatening, bargaining power of buyers is moderate, and the remaining is low.
Therefore, the study suggests that magic industry needs more international outlook and escape from the conventional framework of imitation, in order to receive a stronger competitive advantage. And further, it could make Taiwan and Taiwan’s magic performance famous enough to open bright future.

第一章 緒論
第一節 研究背景與動機..................................1
第二節 問題陳述與研究目的..............................3
第三節 研究重要性......................................4
第四節 研究流程........................................5
第二章 文獻探討
第一節 魔術產業分析....................................7
第二節 價值鏈.........................................10
第三節 競爭策略理論...................................12
第四節 競爭優勢.......................................14
第五節 產業生命週期理論...............................16
第六節 Michael Porter 之五力分析模型....................18
第三章 研究方法
第一節 研究架構.......................................20
第二節 研究方法.......................................21
第三節 研究對象.......................................23
第四節 訪談大綱.......................................25

第四章 結果與討論
第一節 從經營者角度分析..............................27
第二節 從職業表演者角度分析..........................33
第三節 從業餘表演者角度分析..........................37
第四節 不同從業人員角色對魔術產業經營概念的差異......39
第五節 魔術產業的未來發展............................42
第六節 魔術產業五力分析..............................46
第五章 結論與建議
第一節 研究結果.......................................51
第二節 研究建議.......................................54
參考文獻
中文部分.............................................56
英文部分.............................................58

中文部分
方至民(2000)。企業競爭優勢。台北:前程。
文沛然(2010)。文沛然不想教你的魔術。高雄:哥德創意工場。
余朝權(1994)。產業競爭分析專論。台北:五南。
李孟訓(2008)。從價值鏈的觀點探討台灣農業生物科技產業非跨領域轉型至關鍵成功因素研究。經濟與管理論壇,4(1),65-88。
林永順 (2006)。高級管理學。作者自行出版。
林建山(1985)。企業環境掃描:市場機會分析。台北:商務。
吳思華(1988)。產業政策與企業策略。台北:中華經濟研究所。
吳青松(1999)。國際企業管理-理論與實務。台北:智勝文化。
吳瑀騰(2007)。當高帽遇到燕尾服:台灣職業魔術師之專業認同與生涯歷程。天主教輔仁大學研究所碩士論文,未出版,新北。
高俊雄(2004)。運動休閒事業管理。台北市:桂魯。
高堂堯、李祖翔(2010)。台灣魔術師 出一片天。人間福報。2010年6 月13 日,取自:http://www.merit-times.com.tw/NewsPage.aspx?unid=187128。
胡幼慧(1996)。焦點團體法、質性研究─理論、方法及本土女性研究實例。台北:巨流。
時代新鮮人(2005)。魔術的世界。時代新鮮人,65,36-47。
夏學理、耿建興(2003)。文化市場與藝術票房。台北:五南。
張書華(2010)。創造競爭優勢。台北:易富文化。
張庭暐、楊雅惠(2010)。魔術產業市場區隔之研究。數據分析,5(4),109-126。
陳定國(1997)。科學與管理專刊:提高生產力之道。新北:淡江大學經營決策學系。
陳蒼傑(譯)(2003)。驚奇魔術KIDS(原作者:黑崎正博)。新北:漢欣文化事業有限公司。(原著出版年:2001)
齊力、林本炫(2005)。質性研究方法與資料分析。嘉義:南華大學教育社會學研究所。
盧峰海(1990)。 企業政策。台北:國立空中大學。
謝祖禎(2002)。我們的魔術史。2002 年1 月24 日,取自:http://tw.myblog.yahoo.com/coinman3588/article?mid=1&prev=4&l=f&fid=7。

英文部分
Aaker, D.(1995). Strategic Market Management, New York: John Wiley & Sons.
Adi, B. (2015). An evaluation of the Nigerian telecommunication industry competitiveness: application of Porter’s five forces model. World Journal of Social Sciences, 5(3), 15-36.
Babbie, E. (2004). The Practice of Social Research (10th ed.). Wadsworth: Thomson.
Besanko, D., Dranove, D., Shanley, M., & Schaefer, S. (2004). Economics of Strategy (3rd ed.). New York: John Wiley & Sons.
Billington, M. (1980). The Performing Arts: A Guide to Practice and Appreciation. New York: Facts on File.
Bogdanowicz, M. (2014). Organizational culture as a source of competitive advantage: A case study of telecommunication company in Poland. International Journal of Contemporary Management, 13(3), 53-66.
Decrop, A. (1999). Triangulation in qualitative tourism research. Tourism Management, 20(1), 157-161.
Greve, H. R. (2011). Fast and expensive: The diffusion of a disappointing innovation. Strategic Management Journal, 32(9), 949–968.
Hawkes, C., & Ruel, M. T. (2011). Value chains for nutrition. Fan, S. (ed.), Conference of Leveraging Agriculture for Improving Nutrition and Health. Washington DC: International Food Policy Research Institute.
Hill, C. W. L., & Jones, G. R. (1995). Strategic Management Theory: An Integrated Approach (3rd ed.). Boston: Houghton Mifflin.
Hippie, J. (2012). Early identification of disruptive technology. Research Technology Management, 55(6), 61–62.
Huang, J.-L., Kao, F. C., Chang, J., & Lin, S. P. (2012). Why can technology continue to be innovated. International Journal of Organizational Innovation, 4(3), 43–83.
Jensen, M. B., Johnson, B., Lorenz, E., & Lundvall, B. Å. (2007). Forms of knowledge and modes of innovation. Research policy, 36(5), 680-693.
Jones, G. R., & Hill, C. W. L. (2010). Theory of Strategy Management: With Cases (9th ed.). Mason, Ohio: South Western-Cengage Learning.
Kim, J. (2015). Convergence strategies for spatial data industry based on industry value chain analysis. Indian Journal of Science and Technology, 8(19): 1-7.
Kotler, P., Fitzroy, P. T., & Shaw, R. N. (1980). Australian Marketing Management. Sydney: Prentice Hall.
Lincoln, Y., & Guba, E. (1985). A Naturalistic Inquiry. Newbury Park, California: Sage Publications.
Magretta, J. (2011). Understanding Michael Porter: The Essential Guide to Competition and Strategy. Cambridge, Massachusetts: Harvard Business Review Press.
Malhotra, N. K. (1993). Marketing Research. New Jersey: Prentice -Hall.
Mentzer, J. T., Myers, M. B., & Stank, T. P. (2007). Handbook of Global Supply Chain Management. Thousand Oaks, California: Sage.
Miles, R. E., & Snow, C. C. (1978). Organizational Strategy, Structure and Process. New York: McGraw-Hill.
Morris, L. (2013). Three dimensions of innovation. International Management Review, 9(2), 5–10.
Moustakas, C. (1990). Heuristic Research Design: Methodology and Application. Thousand Oaks, California: Sage.
Murdick, R. G., Moor, R. C., & Eckhouse, R. H. (1989). Business Policy and Strategy: An Action Guide. Hammond, Indiana: Horizons Publishing.
Ng, Y.-K., Tan, P. S.-H., Fong, C.-Y., & Wong, C.-H. (2012). HRM and KM as catalysts of environmental performance: A Conceptual Framework. Knowledge Management International Conference. Malaysia: Johor Bahru.
Padgett, R. C. & Moura-Leite, R. C. (2012). Innovation with high social benefits and corporate financial performance. Journal of Technology Management & Innovation, 7, 59–69.
Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competition. New York: Free Press.
Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press.
Porter, M. E. (1998). Cluster and the new economics of competition. Harvard Business Review, 76(6), 77-90.
Rajasekar, J., & Raee, M. A. (2013). An analysis of the telecommunication industry in the sultanate of Oman using Michael Porter''s competitive strategy model. Competitiveness Review: An International Business Journal, 23(3), 234-259.
Rio, M. D. (1955). Disquisitionum Magicarum. unpublished.
Shiller, R. J. (2013). Capitalism and financial innovation. Financial Analysts Journal, 69, 21–25.
Stayman, D. M., & Aaker, D. A. (1988). Are all the effects of ad-induced feelings mediated by Aad? Journal of Consumer Research, 15(3), 368-373.
Stevenson, W. J. (2009). Operations Management (10th ed.). New York: McGraw Hill.
Stewart, W. B., Kauer, J. S., & Shepherd, G. M. (1979). Functional organization of rat olfactory bulb analysed by the 2‐deoxyglucose method. Journal of Comparative Neurology, 185(4), 715-734.
Thompson, A., & Strickland, A. J. (2004). Strategic Management: Concept and Cases. New York: McGraw-Hill.

QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top
系統版面圖檔 系統版面圖檔