文化創意微型企業加值經營策略之研究－以雲嘉地區三個創業個案為例

南華大學機構典藏系統 > 管理學院 > 文化創意事業管理學系 > 博碩士論文 > Item 987654321/16817

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題名:	文化創意微型企業加值經營策略之研究－以雲嘉地區三個創業個案為例
其他題名:	Value-added Management Strategy of Cultural and Creative Micro Enterprises--Three Cases from Yunlin and Chiayi Counties
作者:	陳玉輝 Chen, Yu-Hui
貢獻者:	文化創意事業管理學系洪林伯 Lin-Po Hung
關鍵詞:	加值;紮根理論;轉型升級;微型企業;文化創意 Value added;Grounded Theory;Transformation and Upgrading;Micro enterprises;Cultural and Creative
日期:	2014
上傳時間:	2014-10-31 15:02:43 (UTC+8)
摘要:	自2002年台灣加入 WTO 以來，傳統產業受到低價產品進口的衝擊，企業莫不將廠房移至低成本的地區以因應大環境的變遷。為了協助傳統產業因應變局，行政院乃在2002年提出《文化創意產業發展計畫》，希望能夠結合創意、人文與產業以彼此互補型態出現產業上的轉變。文化創意產業結合「文化」與「產業」，「文化」深化「產業」內涵，「產業」豐富「文化」走向。產業涵括技術面、知識面、設計面、服務面、行銷與包裝，而文化內涵運用在產業各層面上則帶給消費者趣味性、故事性、歷史性。因此，傳統產業運用「文化創意產業發展計畫」轉型為文化創意產業，必須結合「文化創意」元素及自身歷史、故事來塑造，利用文化創意提升傳統產業價值，並且深化傳統產業文化。　　　受到政府政策的鼓勵，台灣傳統產業莫不配合政府政策，競相朝文化創意產業方向轉型，藉此謀求企業發展的第二春。可以說，利用「文化創意加值」提升自身競爭力，實乃現今台灣傳統企業追求永續發展的「藍海」策略。　　　然而，知道方向並不意味著就能夠抵達目的地！尤其對以中小企業為經濟主體的台灣而言，許多的傳統產業資本額不高，乃屬於「微型企業」，其在利用「文化創意加值」開創自身產業發展的同時，所面臨的困難與承擔的風險勢必比其他已具規模的「傳統產業」（如紡織業）來的更高。據此，本研究以「龍鳳獅」、「點燈坊」、「金桔農莊」三個成功以「文化創意加值」建構新型商業模式之微型企業為研究對象，分別對這三個微型企業共六名經營者進行半結構式深度訪談，再以紮根理論探究其「文化創意加值」之經營策略，期能為台灣現今傳統微型產業之經營策略覓得一些參照指標。　　Since Taiwan’s accession to WTO in 2002, its traditional industry was impacted by the low‐priced imports and caused companies to move their plants to low‐cost areas due to the changes in the environment. To help traditional industry adapt to these changes, Executive Yuan proposed “Cultural and Creative Development Plan” in 2002, hoping to combine elements of creativity, culture, and industry that could complement one another when transforming the industry. Cultural and creative industries combined “culture” and “industry”. “Culture” deepened the meaning of “industry”. “Industry” enriched “cultural” movement. Industry included aspects of technology, knowledge, design, service, sales, and packaging, while culture brought interest, story, and history to the customers when applied to every level of industry. Therefore, when applying “Cultural and Creative Development Plan”, traditional industry must combine and utilize the elements of culture and creativity and its history and story to promote its deas and values.　　　Inspired by this government policy, Taiwan’s traditional industry started to comply with it and transform itself into cultural and creative industry to seek its second career. That is to say, the idea of culture and creativity increased its competitiveness. This is how current traditional industry in Taiwan achieves long term development, the “Blue Sea” strategy.　　　However, knowing where to go does not mean you are capable of getting there, especially for Taiwan which is mainly consisted of small and medium enterprises. Most traditional industry is considered micro enterprise due to its low capital. It has to face much higher risk than other more developed traditional industry (such as textile industry). As a result, this thesis bases its research on three micro enterprises, including “Dragon and Lion”, “Lighting Square”, and “Kumquat Farm”, that were able to transform successfully using the idea of culture and creativity. In addition, this thesis utlizes semi‐structured in‐depth interviews to discover how the six business owners of the enterprises mentioned above were able to achieve their success nd uses grounded theory to explore their “cultural and creative” business strategy, hoping to find some rules of thumb for Taiwan’s micro enterprises nowadays.
顯示於類別:	[文化創意事業管理學系] 博碩士論文

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