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    Title: 新科技浪潮下台灣華語流行音樂產業生機與轉機
    Taiwanese Chinese pop music industry vitality and turnaround under the new technology wave
    Authors: 林隆旋
    Lin, Lung-Hsuan
    Contributors: 王文杰
    Wang, Wen-Chieh
    林隆旋
    Lin, Lung-Hsuan
    Keywords: 商業模式
    平台經濟
    競爭優勢
    資源基礎理論
    隨創
    五力分析
    Business model
    Platform economy
    Competitive advantage
    Resource-based view theory
    Bircolage
    Five-force analysis
    Date: 2019
    Issue Date: 2019-11-06 15:26:20 (UTC+8)
    Abstract: 音樂數位化讓人們取得音樂、享受音樂比以往更加便利。平台經濟的興起,平台運作讓傳統音樂通路大為改變,商業模式也隨之改變。台灣在過去40年在華語流行音樂上扮演領頭羊的角色,引領這個業界的發展。然而新科技帶來新經濟模式,台灣在這波新科技浪潮下應該如何因應,找出台灣華語流行音樂產業生機與轉機,即為本研究的重點。

    本研究將以過去40年華語流行音樂的發展過程為研究背景脈絡,探索為何台灣可以在過去40年引領華語流行音樂的潮流?這些以往的競爭優勢在新科技的衝擊下,商業模式也會隨之改變,台灣華語流行音樂產業又該如何因應?如何持續舊有優勢與發展新競爭優勢,希望藉由本研究找出下一階段華語流行音樂產業的新契機!本研究聚焦研究議題如下:

    議題一:為何台灣可以在過去40年引領華語流行音樂的潮流?
    議題二:以往的競爭優勢在新科技的衝擊下,商業模式也會隨之改變,台灣華語流行音樂產業又該如何因應?
    議題三:台灣如何持續舊有優勢與發展新競爭優勢,找出下一階段華語流行音樂產業發展的新契機!

    研究發現,台灣的文化涵養建構華語流行音樂產業良好發展基礎,在詞曲創作、MV製作上持續保有領先的態勢。數位浪潮下的商業模式將從傳統唱片銷售延伸到藝人經紀業務,IP(智慧產權)授權。
    The digitalization of music makes it easier for people to get music and enjoy music than ever before. With the rise of the platform economy, the platform operator has greatly changed the traditional music channel, and the business model has also changed. Taiwan has played a leading role in Chinese pop music for the past 40 years, leading to the development of this industry. However, new technology has brought about a new economic model. How should Taiwan respond to this wave of new technology and find out the vitality and turnaround of the Taiwanese Chinese pop music industry, which is the focus of this study.

    The research will take the development process of Chinese popular music in the past 40 years as the background of research, and explore why Taiwan can lead the trend of Chinese popular music in the past 40 years. Under the impact of new technologies, these past competitive advantages will change with the business model. How should Taiwan’s Chinese pop music industry respond? How to continue the old advantages and develop new competitive advantages, I hope to find out the new opportunity of the next stage Chinese pop music industry through this research! The research focuses on research topics as follows:

    Topic 1: Why can Taiwan lead the trend of Chinese pop music in the past 40 years?

    Topic 2: Past Competitive Advantages Under the impact of new technologies, business models will also change. How should Taiwan's Chinese pop music industry respond?
    Topic 3: How does Taiwan continue to have its old advantages and develop new competitive advantages, and find out the new opportunities for the development of the Chinese pop music industry in the next stage!

    The study found that Taiwan's cultural conservatism constructs a good foundation for the development of the Chinese pop music industry, and continues to maintain a leading position in the creation of lyrics and MV production. The business model under the digital wave will extend from traditional record sales to artist brokerage, IP (Intellectual Property) license.
    Reference: 壹、 中文參考文獻

    (一) 書籍
    司徒達賢(1999)。策略管理(第二版)。台北:遠流出版事業股份有限公司。
    吳思華(2000)。策略九說(第三版)。台北:城邦文化事業億股份有限公司。
    潘淑滿(2003)。質性研究:理論與應用(第初版)。台北:心理出版社股份有限公司。
    蕭瑞麟(2007)。不用數字的研究:鍛鍊深度思考力的質性研究(第二版)。台北:台灣培生教育出版股份有限公司。
    尤傳莉(2012)。 獲利世代: 自己動手, 畫出你的商業模式。 台北: 早安財經文化有限公司. Osterwalder, A., & Pigneur, Y.(2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. New Jersey: John Wiley & Sons Inc.

    (二) 網際網路
    林世清https://www.ettoday.net/news/20130505/202056.htm
    文化部105年流行音樂產業調查報告https://www.bamid.gov.tw/downloadfilelist_245.html
    PWC 台灣,https://www.pwc.tw/zh/news/press-release/press-20170607.html


    貳、 英文參考文獻

    (一) Journals

    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.
    Porter, M. E. 1979. HOW COMPETITIVE FORCES SHAPE STRATEGY. Harvard Business Review, 57(2): 137-145.
    Wernerfelt, B. 1984. A resource‐based view of the firm. Strategic management journal, 5(2): 171-180.
    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    105932081
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0105932081
    Data Type: thesis
    DOI: 10.6814/NCCU201901227
    Appears in Collections:[經營管理碩士學程EMBA] 學位論文

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