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    题名: 擴增實境應用於網路影音產製與創新： 以台灣Yahoo TV 為例
    How to apply augmented reality to online video production and innovation : A case study of Taiwan Yahoo TV
    作者: 李融
    Lee, Rong
    贡献者: 林翠絹
    Lin, Trisha T. C.
    李融
    Lee,Rong
    关键词: 5G
    AR
    TV AR
    Yahoo TV
    組織內部創新過程
    組織創新因素
    媒體創新
    5G
    AR
    TV AR
    Yahoo TV
    Organizational innovation process (Internal venturing)
    Organizational innovation factors
    Media innovation
    日期: 2022
    上传时间: 2022-03-01 18:26:50 (UTC+8)
    摘要: 在5G高速、高頻寬、低延遲通訊環境中，擴增實境(Augmented Reality;AR) 科技逐漸應用於影音創新，藉以打造資訊視覺化、虛實融合之沉浸式、互動式觀眾經驗，突破傳統影片產製模式。在2020年中台灣5G開始商業化，電信業者嘗試以XR科技創造影音體驗吸引用戶。國內外TV AR創新實驗正在起步階段，檢視AR與媒體相關學術研究，多數文章檢視科技對於使用者反應為主，少數探討AR在電視節目技術應用，目前並無任何以組織創新理論分析TV AR科技在影音研發應用的研究。為填補AR媒體研究之學術缺口，本研究以組織創新傳播為基礎，針對在台引領TV AR研發與應用的Yahoo TV為研究個案，對於5G時代AR在網路影音創新進行系統化分析。
    本研究架構結合Rogers(2003)組織內部創新過程:議題設定、合理化、重新定義/重新建構、明確化、例行化，以及Scott（1994）等組織創新因素理論，審視TV AR科技在Yahoo TV組織內的創新流程與調整，並分析其重要創新因素(領導、心理氣候、資源分配與個人特質等)影響，同時也深入了解Yahoo TV研發與企製TV AR影音內容類型、特質及技巧，包括TV AR模組化進程。本混合法研究選擇台灣Yahoo TV創新個案，針對其TV AR科技相關專家 (Yahoo TV Lab、節目企製團隊和外部合作單位)進行半結構式，並完成7個月組織內參與式觀察，深入了解TV AR影音研發執行、內部調整合作、創新流程及影響因素。
    根據Rogers(2003)組織內部創新過程理論，透過專家訪談及內部觀察Yahoo TV發現：在組織創新過程方面，「初始階段」的「議題設定」、「合理化」時期進展迅速，Yahoo TV獲得母公司美國Verizon電信集團支持後，內部創建了Yahoo TV Lab團隊研發推廣XR在影音應用技術；在「實施階段」歷程較長，Yahoo TV積極發展創新TV AR等影音應用，「重新定義/重新建構」調整耗時最久，目前Yahoo TV組織內部仍進行「明確化」TV AR流程，致力於建立TV AR模組化，但尚未達到「例行化」階段。
    過去文獻並未明確解釋TV AR，本研究結合個案參與觀察與專家訪談結果明確定義TV AR科技及其影音特色。由於5G科技加上疫情影響，Yahoo TV 近年來TV AR影音企製快速增加，並頻頻獲獎，其影音內容分為自製節目、Verizon Media高峰會及跨界合作影音三類。研究發現Yahoo TV將AR科技應用於影音展現四大特色：資訊視覺化讓觀眾能直覺理解；產生互動拉近與觀眾距離；運用TV AR整合真實與虛擬世界；打造使用者沉浸式體驗以投入情境產生連結與共鳴。此外，Yahoo TV Lab正積極開發TV AR模組化，以降低研發成本，不僅提高內部使用率，並計畫向外推廣該新科技。
    根據Scott（1994）等組織創新因素分析結果發現，「創新心理氣候」與「領導」乃影響本個案組織內推動TV AR創新最關鍵要素。母公司Verizon積極發展5G新科技、提供跨公司資源運用，台灣Yahoo TV定位為媒體科技公司，支持XR影音創新作為品牌特色，不但組織支持創新，Yahoo TV領導亦抱持開放態度，積極鼓勵團隊勇於影音創新實驗。而組織創新個人屬性部分，除了成員須具備缺乏前例的「創造力」與「專業能力」外，本研究更發掘不在模型中的「冒險精神」及「溝通協調」是影響媒體科技創新的新因素。
    本研究在理論貢獻上，將Rogers(2003)組織內部創新過程理論及Scott（1994）等組織創新因素分析範疇延伸到TV AR組織科技創新個案，並提出整合創新因素模式，未來可供其他媒體組織分析其科技創新因素、過程及影響(內容企製或組織合作)。研究成果在實務貢獻上，本研究歸納TV AR專案團隊合作方式、TV AR創新專案產製流程，TV AR影音節目特性歸納，提供給欲透過科技創新的相關媒體組織與從業人員，作為未來實務應用發展方向上的參考。
    In the 5G’s high-speed, high-bandwidth and low-latency communication environment, amplified reality (AR) technologies are gradually applying to audio-visual innovations which aim to create visualized information, mixture of the virtual and the reality, and immersive and interactive audience experiences , in order to make breakthrough in the conventional video production mode. In mid-2020, the 5G services have begun to commercialize in Taiwan, where telecom operators started to use XR technologies in creating audio-visual experiences to appeal to users. At home and abroad, TV AR innovations are still in the initial experimental stage. In terms of academic research related to AR and media, many focused on user responses to the innovative technologies, while a few examined discussed about the applications of such technology in TV programs. However, none has utilized organizational communication theory to analyze the development of TV AR innovations in the audio-visual industry. To fill in the research gap on AR media, this organizational innovation communication research investigates the case study of Yahoo TV Taiwan and its TV AR research and development, for the purpose of systematic analysis of web videos’ AR innovations at the 5G communication era.
    The framework of this study combines Rogers’ (2003) innovative process model (i.e.,agenda-setting, matching, re-definition/re-structuring, clarifying, and routinizing), and Scott’s (1994) determining innovative behavior model (e.g., leadership, psychological climate for innovation, resource allocation and personal characteristics). The study intends to examine the innovative process of TV AR in Yahoo TV with respect to media content types, features and techniques, especially the modularization process of TV AR. This mixed-method research on Yahoo TV in Taiwan utilized semi-structured interviews with TV AR experts (i.e., Yahoo TV Lab staff, the production team, and external partners), complemented by7-month participant observation, which provided in-depth understanding of R&D in TV AR and its implementation , organizational adjustments and cooperation, as well as the innovation process and factors.
    Based on Rogers’ (2003) Innovation Process Theory, analyses of expert interviews and data show its unique TV AR innovative process. Its “initial process” consisted of fast developing “agenda-setting” of “ matching” sub-processes. During that period, Yahoo TV Taiwan received the support of its parent company, Verizon Telecom Group, and created a Yahoo TV Lab team to develop and promote XR technology in video production. Next, Yahoo TV had a relatively long “implementation process.” “Re-defining/re-establishment” sub-process took the longest time whenYahoo TV actively developed innovative TV AR applications. To date, Yahoo TV remains in the “clarifying” sub-process, dedicated to developing TV AR modularization. It has not yet reached “routinization.”
    Past literature has not clearly explained TV AR. This case study uses participatory observation and expert interview analyses to clearly define TV AR technology and its audio-visual characteristics. Due to the rise of 5G technology and the impact of COVID-19 pandemic, Yahoo TV has sped up the development of TV AR production in recent years and frequently won many awards. Its TV AR media contents can be classified into self-produced programs, Verizon Media Summit, and crossover productions. The results identified four distinct features of TV AR production in Yahoo TV: (1) visualized information allowed viewers’ direct intuitive comprehension; (2) interactive contents narrow the gap with the audience; (3) TV AR production seamlessly integrated the real and virtual worlds ; and (4) the immersive user experiences improve connectivity and resonance with the program. In addition, Yahoo TV Lab actively developed TV AR innovations and its modularization in order to reduce the R&D cost, increase internal utilization and promote this new technology to Taiwan’s market.
    According to Scott’s (1994) determining innovative behavior model, “innovative psychological climate” and “leadership” were the key influences on promoting TV AR in this case organization. The parent company, Verizon, urged Yahoo TV to actively develop 5G media technologies by allocating resources from subsidiaries. Yahoo TV position itself as a media technology company to differentiate its brand with XR-featured audio-visual innovations. In addition to supportive organization climate, Yahoo TV’s management showed an open attitude to encourage the teams to experiment and innovate audio-visual breakthroughs. As for individual attributes, besides "creativity" and "professional ability," this study discovered new factors of "adventurous spirit" and "communication and coordination," affecting organizational innovations in media technologies.
    With respect to theoretical contributions, this study not only extends Rogers’ (2003) Innovative Process Theory and Scott’s (1994) determining innovative behavior model to the context of TV AR organizational innovation, but also develops an integrated model for other media organizations to analyze their technological innovation factors, processes and impacts (e.g., content production or organizational collaboration). As for practical contributions, this study elaborates the collaboration of TV AR project teams, their production flow of TV AR innovation projects, and features of TV AR media programs. The findings can shed light to relevant media organizations and practitioners to innovate through XR technologies for future development.
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    描述: 碩士
    國立政治大學
    傳播學院傳播碩士學位學程
    108464008
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0108464008
    数据类型: thesis
    DOI: 10.6814/NCCU202200236
    显示于类别:[傳播學院傳播碩士學位學程] 學位論文

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