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題 名 | 『開放天空』前後成立之廣播電臺其組織文化、典範選擇及經營策略之研究=A Comparative Study of Corporate Culture, Paradigm Selection and Management Strategy for Broadcast Firms Setting up before and after the "Open Air" Policy |
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作 者 | 吳萬益; 汪昭芬; | 書刊名 | 中華管理評論 |
卷 期 | 3:1 民89.03 |
頁 次 | 頁105-132 |
分類號 | 557.76 |
關鍵詞 | 開放天空政策; 廣播產業; 組織文化; 典範選擇; Open Air policy; Broadcasting industry; Corporate culture; Paradigm selection; |
語 文 | 中文(Chinese) |
中文摘要 | 在諸多產業中,廣播產業對於社會風俗及人民思想之影響非常深遠。台灣於1993年開放天空後,許多原本在此產業之工作者開始自創新電臺;而老電臺在新電臺之競爭下,亦在各方面大力改革或急起直追。因此,開放天空前後成立之廣播事業在經營手法上是否具有差異是一項相當值得重視之議題。本研究特別注重於其廣播節目之典範選擇與企業文化間之差異。而根據文獻,企業文化是影響企業經營策略之重要因素之一,因此,本研究嘗試探討兩類電臺在(1)典範選擇、(2)企業文化、與(3)策略選擇間之關係。 透過一系列之專家訪談與問卷調查,本研究之結論發現如下: 發現一:新電臺傾向創新、績效及守分導向之企業文化,並極力推出活潑且符合年輕人喜好之節目。 發現二:採挑戰策略之電臺,其廣告收入、獲利能力及知名度,明顯較高於採防禦策略及分析策略之電臺。 發現三:主管背景為「非同業高級主管」或「非節目主持人」或「非節目製作人」之電臺傾向較為節目活潑的作風,其電臺之企業文化較重績效及創新。 發現四:若電臺擁有高度的自發、創新、守分傾向及低度的威權傾向之企業文化,則其在典範選擇上越強調積極導向、活潑導向及顧客導向。 發現五:電臺歷史越短、名人專家型主持人所佔比例越高及跨媒體合作越多,其典範選擇越傾向積極導向,企業文化越傾向自發、績效、創新或守分傾向。 發現六:電臺規模越小、名人專家型主持人所佔比例越低及跨媒體合作越少,其企業文化傾向威權導向,典範選擇越傾向顧客導向。 發現七:廣播節目越傾向積極、活潑及顧客導向者,其收聽率、廣告受入、知名度及獲利能力均較高。 發現八:廣播電臺之企業文化越傾向自發及創新者,其收聽率、廣告受入、知名度及獲利能力均較高。 |
英文摘要 | Among many industries, the broadcasting industry has tremendous impacts on social customs and human thought. As the government issue its "Open Air" policy in 1993, many professionals started to set up new broadcasting firms. Consequently, the existing broadcasting firms, facing upon severe competition, have to catch up through organizational change. Yet, how and through what ways do these firms compete each other, previous literature do not make enough investigations. The purpose of this study is to evaluate the relationship of (1)paradigm selection, (2)corporate culture, and (3)management strategy for broadcasting firms setting up before and after the government's issue of "Open Air" policy. Through a series of expert interview and questionnaire survey, this study concludes the following results: • The new broadcasting firms with a culture orientation of innovation, performance and responsibility tend to produce active with young age favorite programs. • Broadcasting firm with challenger strategy tend to perform better on advertising income, profitability, and reputation. • Broadcasting firms having management team with not working experience as「top manager」,「program broadcaster」and「program producer」in the same industry tend to have performance oriented and innovative corporate culture. Their programs tend to be more active. • Broadcasting firms having high directive, innovative and responsible culture orientation and low centralized culture orientation tend to be more emphasis on aggressive, active and customer oriented management paradigm. • Broadcasting firm with shorter operation history, higher percentage of 「expert- broadcaster」, and more cooperation with other media tend to select directive, performance, innovative and responsive management paradigm. • Broadcasting firm with smaller size, lower percentage of 「expert- broadcaster」,and less cooperation with other media tend to adopt higher centralized culture orientation. • Broadcasting firm producing more aggressive, active, and customer oriented programs tend to perform higher on listening ratio , advertising income, reputation and profitability. • Broadcasting firm adopting directive and innovative corporate culture tend to perform higher on listening ratio, advertising income, reputation and profitability. |
本系統中英文摘要資訊取自各篇刊載內容。