平面與影音新聞跨業整合產製模式分析─以UDN 新聞台為例
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2013
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近年來電視新聞的發展和網路的興起，促使平面媒體廣告量、接觸率和閱讀率逐年下降，根據尼爾森媒體大調查數據顯示，網路接觸率和廣告量於2012年開始超越報紙。在媒體互動的時代，平面報紙面臨了前所未有的危機，促使報業開始思考轉型經營的發展利基。
《聯合報系》發展歷今六十年，早在多年前便面臨傳統報業經營困難，因此發展出活動擴展和多元營收，於2008年提出朝向未來媒體的數位匯流「關鍵報告」，希望以報紙內容為基礎，發展各樣多元化載具，讓閱聽人可以在手機、網路、電視或報紙等各樣媒體平台上都能看到聯合報的內容。
《聯合報系》發展影音新聞與其他報紙媒體不相同的地方在於使用內部資源轉型，與旺中集團採取購併和壹傳媒集團發展壹電視採取新設的方式，《聯合報系》選用內部轉型的方式，目的在於希望能夠維持核心價值，善用其人才和內容深度的資源，希望能為台灣帶來更好的媒體環境。
本研究以資源基礎理論（Resource-Base theory）為研究基礎，研究方法以文獻分析法、深度訪談法和個案研究法為主，研究主旨在於分析《聯合報系》為一媒體企業，在平面媒體轉型發展電視新聞能給予的資源與能力，包括有形資源、無形資源、人力資源和組織能力等，透過研究分析由內部轉型發展的競爭優勢和經營策略並嘗試發展出跨業整合產製的模式，希望能做為未來媒體數位匯流發展對經營策略模式決策之參考。
研究結果分析《聯合報系》發展UDN新聞台使用內部轉型模式在有形資源上具備財務、實體和通路資產，無形資源則具備有品牌/商譽、內容獨特性和資料庫；人力資源具備員工專業技術能力、經營管理能力與內部溝通，組織能力則有組織文化、內容創新能力、技術研發能力和行銷業務能力的各項資源。而發展最具有競爭優勢的則是在於理念與品牌資源、決策人與資金。理念與品牌資源是支撐《聯合報系》採用內部轉型的核心價值，為的是能維持「正派辦報」傳統，而且《聯合報系》品牌名稱較具有識別度，歷史悠久資源豐富，在新聞內容產製上可以互為資源，是發展的優勢之一。決策人與資金是相互影響的關係，《聯合報系》為一媒體企業，財務為發展的基礎，決策人若有決心發展新事業，在購買器材和人力訓練的資金運用也會容易許多。
研究發現數位匯流的發展不該侷限於載具的匯流，更應包含人力、組織和內容的匯流，因此《聯合報系》發展UDN新聞台的內部經營轉型發展模式可以使整個報系的資源、資金、人力和內容互通使用，達成最大的效益並做出更具有優質性的內容。
Recently, due to the development of cable TV news and internet information, the readership and advertisement revenues decreased year by year. Newspapers are facing inprecedent financial crisis and start to consider other niches for survival in mass communication market. Taiwan's United Daily newspaper has over 60 years history. While facing severe crisis of survival in recent years, decides to extend it's development in making televised news, so as to allow audiences to get access to it's news from differing channels including mobile phones, internet, cable TV, and traditional newspapers. United Daily utilizes it's basic resources, mostly it's human resources to make televised news stories. Thus, this study employs the so-called Resources-Base theory to explore in detail the way in which United Daily utilizes it's basic resources to make televised news, and how does it solve resulting difficulties of this utilization. A series of in-depth interviews find that, by training it's journalists and editors to make televised news, and relies on it's historical reputation, United Daily has already quite successfully extended it's news production lines from only making news carried in newspapers to also making televised news carried in internet and cable TV.
Recently, due to the development of cable TV news and internet information, the readership and advertisement revenues decreased year by year. Newspapers are facing inprecedent financial crisis and start to consider other niches for survival in mass communication market. Taiwan's United Daily newspaper has over 60 years history. While facing severe crisis of survival in recent years, decides to extend it's development in making televised news, so as to allow audiences to get access to it's news from differing channels including mobile phones, internet, cable TV, and traditional newspapers. United Daily utilizes it's basic resources, mostly it's human resources to make televised news stories. Thus, this study employs the so-called Resources-Base theory to explore in detail the way in which United Daily utilizes it's basic resources to make televised news, and how does it solve resulting difficulties of this utilization. A series of in-depth interviews find that, by training it's journalists and editors to make televised news, and relies on it's historical reputation, United Daily has already quite successfully extended it's news production lines from only making news carried in newspapers to also making televised news carried in internet and cable TV.
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跨業整合產製模式, 資源基礎理論, 數位匯流, 聯合報系, the production model of convergence, resource-based theory, digital convergence, United Daily News Corporation