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    題名: 文化中介者的價值創造與價值實現—以台灣流行音樂產業為例
    Value Creation and Realization of Cultural Brokerage: A Case Study of Taiwanese Music Industry
    作者: 邱明慧
    Chiu, Ming Hui
    貢獻者: 吳思華
    Wu, Se-Hwa
    邱明慧
    Chiu, Ming Hui
    關鍵詞: 經紀
    結構洞
    文化中介者
    網路經紀能力
    唱片經紀公司
    Brokerage
    structural hole
    cultural brokers
    network brokerage capability
    record company
    日期: 2023
    上傳時間: 2023-09-01 14:49:27 (UTC+8)
    摘要: 目前學術對於「中介者/經紀人」的研究著重於利用第三方加入(tertius iungens)或隔離(tertius gaudens)來控制資訊來獲得優勢利益，較少討論中介者如何創造價值與實現價值。此外也缺乏對中介者如何隨著時間演進因應外部環境變化調整、建立持久競爭優勢的解釋。現階段對於中介者商業模式研究，主要圍繞著利用軟體技術降低搜索、協商、監督等交易成本、提升配對效率的數位平台企業，對於文化創意產業的中介者商業經營研究相對較少。

    本研究試圖通過兩家台灣公司個案研究來回答上述問題。傳統時代，滾石透過與創作者網路及市場通路的緊密連結，以獨有時代脈動洞察力發行一系列兼顧理想與市場性暢銷專輯，使滾石成為當時華語最大、亞洲第二大的唱片公司。當數位時代來臨，華研率先執行「全經紀約」經營「偶像團體」，以優異的經紀能力跨界連結異業、為藝人搭建各式舞台，實現營收獲利高速成長，成為台灣第一家文創上櫃公司。

    華研發展歷程解釋了一個現任廠商在遭遇破壞式創新時的因應作為。研究發現華研利用邊緣位置與其他異業建立連結，成功運用外部資源、輔以獨特策略定位來提高經營績效，配合自身中介能耐創造新IP、搭建新場景、創造多元新收入，為該公司打造持久的競爭優勢。

    本研究結合社會網路結構洞、經紀、資源基礎論(RBV)與衍生的動態能耐，檢視中介者如何藉由結構位置、配合自身能耐創造並實現價值。研究發現如下：1.中介者的價值創造來自結構位置，居於結構洞位置帶來資訊、資源及機會，使中介者成為創新主體；2.中介者運用網路經紀能(中介能耐)，跨越不同產業建立連結，組合創造新價值；3.特殊策略定位將使中介者績效優於同業；4.中介者結構位置、中介能耐及策略定位三者配合，將可由IP中獲利；5.文化中介者特殊的「中介創、價二元性」，本研究亦提出文化中介者「1A4C」轉型思考架構及「中介策略」，為社會網路、資源基礎論、策略文獻及經營實務做出貢獻。
    Academic literature pertaining to "brokers/intermediaries" places emphasis on the utilization of third-party inclusion (tertius iungens) or isolation (tertius gaudens) mechanisms to exert control over information for the attainment of advantageous benefits. However, there is literature gap from the perspective of brokers regarding the methods and strategies employed by companies to create, capture value, and value realization. Furthermore, it lacks to explain how brokers adjust their value creation and realization over time so as to respond to external environmental changes, as a means to establish lasting competitive advantages. Current literature on "brokers/intermediaries" mainly revolves around digital platforms that utilize digital technology to reduce search, negotiation, monitor, and transaction costs, and enhance matching efficiency. Nevertheless, there is relatively less research focused on "brokers/intermediaries" business models within the cultural and creative industries.

    This study attempts to address the aforementioned issues through a case study of two Taiwanese record companies. Rock Records, the most successful cultural broker during the traditional era, was found to occupy a central position with strong connections to creators and the market network. It emphasized the need for albums to reflect social trends and captured the heart-beat of contemporary people, becoming the largest record company in the Chinese-speaking world and the top 2 in Asia. In the digital era, HIM International Music (HIM) pioneered the execution of "360 degrees contracts" and the creation of "idol groups" as unique strategies, leveraging exceptional network capabilities to bridge diverse industries and create various platforms for artists. Despite the significant decline in the record market, HIM still achieved rapid growth and became the first publicly listed cultural and creative company in Taiwan.

    HIM exemplifies how an incumbent can transform in the face of technology disruption. The study found that HIM occupied a peripheral position as a structural hole, utilizing this new position and external resource connectivity, along with its own network brokerage capabilities, to enhance operational performance. Namely, HIM utilized its broker position to establish connections, leverage external resources, discover and cultivate the talents of artists, build artist brands (IPs) that could be transmitted across different structures, and create new revenue streams to establish the company`s lasting competitive advantages.
     
    This study employs social network theory of structural holes, brokerage, Resource-Based View (RBV), and its derivative dynamic capabilities to examine how cultural brokers create and realize value by leveraging their structural position and network brokerage capabilities. The study reveals the following findings:
    1. The value creation of brokers stems from their structural hole positions, as their occupancy within pivotal structural holes facilitates access to crucial information, resources, and opportunities, thus positioning them as innovative agents.
    2. Brokers utilize their "network brokerage capability" to bridge diverse industries, establishing connections and combining resources to engender novel value creation.
    3. Employing distinctive strategies, brokers demonstrate superior performance relative to their peers.
    4. The alignment of structural positions, capabilities, and strategies allows cultural brokers to profit from IP.
    5. Cultural brokers exhibit a distinct “the duality of value creation and realization".
    This study also presents “1A4C” transformation framework and "Brokerage Strategy" for cultural brokers. The aforementioned findings of this study contribute to the fields of social network theory, RBV, strategic management literature, and managerial practices.
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