數位還是不數位？以動態能力觀點分析媒體數位轉型策略之個案研究

Abstract

媒體過往營收來源主要仰賴紙本訂戶、廣告及活動收入為主，但被社群平台吸收了人流及廣告商效益，讓訂戶及廣告客戶的營收大幅衰退。在媒體產業險峻的態勢下，媒體都希望能夠將內容再利用，創造更多的獲利的可能性，轉型之路除了將內容的載體轉化為數位閱讀的形式，有些媒體轉往學習平台，也有媒體以內容為基底，作為吸引閱聽人到訪瞭解論壇、活動等訊息的平台，期待透過不同的管道，創造新的商業模式與多元營收。本研究藉由資源基礎理論及Teece, Pisano, and Shuen（1997）等人提出的動態能力（dynamic capability）理論，從內容產製過程的三大路徑，檢視三家媒體的課程運作成為個案分析，在轉型過程中，如何透過偵查外部環境、運用內外部資源抓住機會，進而做到資源重新配置。本研究探索三家媒體如何運用司徒達賢的策略構面（2019）進行策略佈局達到經營績效。媒體因目標客群渴望學習機制，以既有組織班底，以內容產製的核心能力作為轉型轉折點，在產品與組織結構都與以往有不同延伸進行垂直整合的擴張規模，分別以策略轉型、功能轉型，打造以課程等平台，進而抓住市場契機。本研究以組織動態能力理論加以驗證，從而深入瞭解動態能力的本質，快速彈性調整本身組織結構加以有效管理，來提升動態能力理論的應用範疇；透過組織管理的角度，加強相關知識的積累與能力的有所提升，建構組織的動態能力，以便因應競爭環境的快速變化，是本研究實務上的意涵所在。In the past, media revenue sources mainly relied on paper subscribers, paper subscribers, advertising and event revenue, but social media platforms absorbed the benefits of foot traffic and advertisers, resulting in a significant decline in subscribers and advertisers' revenue. In addition to transforming the carrier of content into the form of digital reading, some media have transferred to learning platforms, and some media have taken content as the basis as a platform to attract readers to visit forums and activities to learn about information, looking forward to creating new business opportunities and diversified revenue through different channels. This study uses resource-based theory and the dynamic capability theory proposed by Teece, Pisano, and Shuen (1997) to examine the curriculum operations of three media companies from the three major paths of the content production process into a case analysis. During the transformation process, how to seize opportunities by investigating the external environment, using internal and external resources, and then reallocating resources. This study explores how three media companies use Szeto's strategic aspects (2019) to carry out strategic layout and achieve business performance. Because the target customer group is eager to learn the mechanism, the media uses the existing organizational team and the core capabilities of content production as a turning point for transformation. The products and organizational structures have different extensions from the past to expand the scale of vertical integration, respectively with strategic transformation, functional Transform and build platforms such as courses to seize market opportunities. This study verifies the Organizational Dynamic Capability Theory to gain a deeper understanding of the essence of dynamic capabilities. By rapidly and flexibly adjusting their organizational structures effectively, organizations aim to enhance the scope of application of dynamic capability theory. Through the lens of organizational management, accumulating relevant knowledge and improving capabilities strengthen organizational dynamic capabilities. This practical implication of the study is aimed at enabling organizations to adapt to the rapid changes in the competitive environment.