Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/52530
|
| Title: | 策展創新：借力使力以創意回應情境制約
Creation behind curation: creative response to constraints through brokerage |
| Authors: | 何冠廷
Ho, Kuan Ting |
| Contributors: | 蕭瑞麟
Hsiao, Ruey Lin
何冠廷
Ho, Kuan Ting |
| Keywords: | 中介
策展
創意回應
文創產業
brokerage
curation
creative response
cultural and creative industry |
| Date: | 2011 |
| Issue Date: | 2012-04-12 13:56:23 (UTC+8) |
| Abstract: | 當創新不再被視為全新的發明，而更近似於既有資源的重新組合，資源重組（recombination）便成為創新的重要來源。當企業的資源有限時，有一派學者主張運用隨創（bricolage）概念，就地取材地為既有資源賦予全新價值。不過，當組織內部的資源不多，重組之後所得到的創新也相對有限。因此，另一派學者主張從組織外部連結跨域資源，整合各方之長的仲介（brokerage）觀點，在許多知名企業紛紛採用之後，霎時之間蔚為主流。然而，過去對於仲介的研究，大多聚焦於資源重組的過程，卻忽略了企業所面臨的情境制約（constraint）。
有別一般的困難，制約根深蒂固於情境（context）之中，涵蓋的範圍極廣，單一企業往往難以獨力排除，故問題解決（problem-solving）的思維不易奏效。企業如何在制約之下發展創新，是過去的研究較少著墨之處，因此我們對於企業如何回應制約的瞭解相當有限。本研究由制約對創新者的影響切入，強調創新者如何在制約之下仲介資源，並且創意地回應制約，進而發展出「借力使力」的仲介方式，不僅化解制約的阻礙，也透過資源的重新整合，從既有的資源中創造新的價值。
本研究選擇國內某知名媒體集團A公司旗下的B集團為個案公司，B集團深耕活動事業多年，媒體背景為其建立廣博的社會網絡，使其在仲介各方資源時更加順利，因而發展出與眾不同的創意回應。本論文的研究問題為：「企業在面臨制約的情況下，如何仲介資源以回應制約？」本研究以個案公司在2009年底至2010年初所舉辦的梵谷畫展作為研究個案，深入企業以訪談法蒐集資料，採用詮釋型的質性研究方法，分析策展人如何仲介各方資源，借力使力地回應情境制約，使展覽順利舉辦。最後，本研究從策展人回應制約的仲介歷程中，歸納出三種創意回應的設計原則。本研究於學理上的貢獻有二：首先，本研究呈現創新者在制約之下的仲介歷程，補強過去研究較少著墨之處，進而豐富仲介理論的內涵；其次，本研究將創新者透過仲介作為回應制約的過程，作為一種創意回應的形式，進而豐富了創意回應的理論意涵。
When innovation is regarded as resources combination rather than novel invention, recombination therefore becomes the origin of innovation. One school demonstrated the concept of 『Bricolage』, which transfers existed resources into new values, however, it would be limited if resources are insufficient. The other school referred to 『Brokerage』, which brokers the resources outside the organization and creates new combinations through diversified resources. Nevertheless, most of relative researches focus on the process of recombination, which led to disregarding the constraints met by enterprises.
Unlike normal barriers or challenges, constraints in the context are hard to removed for enterprise with insufficient resources. Due to the pervasive effectiveness of constraints, the problem-solving concept may not work well when it is applied to this issue. That is to say, how enterprises innovate under constraints is the issue neglected by past researches. Hence, this research mainly focuses on how innovator brokers diversified resources to respond to constraints creatively. Then we find that a type of brokerage named 『leverage through brokerage』. By this type of brokerage, innovators could respond to the effectiveness of constraints, and create new values through the recombination of existing resources.
This research chooses B group, which belongs to a leading media company in Taiwan, as our research case. Rather than ineffective problem-solving ability of enterprise, this research cuts to the point from the effects to innovators in such constraints. B group has devoted into curation industry for many years, it tends to be easier to broker resources from different stakeholders and develop unique creativity since its media background and wide social networks. This research explains: When an enterprise confronts constraints, how does it broker resources to respond such constraints? This research chose 『Van Gogh exhibition』 held from 2009 to 2010 as a case study, adopting deeper research by interviews and using interpretation as qualitative research method, trying to analyze how curator broker resources from different stakeholders and leverage them to respond constraints. Finally, this research generalizes three creative responses as design principles from the curator`s responding process to the constraints.
The findings of this research demonstrate two academic contributions: (1) Different from past research, this case focuses more on the process of the brokerage when an enterprise try to innovate under constraints, therefore enriches the Brokerage theory. (2) This case concludes the process of curator`s responding to constraints through brokerage as a way of creative response, hence complements the creative response theory.
壹、緒論 1
貳、文獻回顧 4
一、名詞解釋 4
二、無中生有的隨創策略 7
三、女媧補天的創新仲介 12
四、借力使力的創意回應 21
參、研究方法 23
一、方法論 23
二、個案選擇 24
三、資料蒐集 25
四、資料分析 28
肆、個案背景 29
一、B集團的發展背景 29
二、活動的評估流程 32
三、梵谷展的背景 33
肆、研究發現 35
一、超乎預期的安檢規範 35
二、門票銷售的不利因素 44
三、競爭激烈的贊助洽談 57
四、周邊商品的庫存風險 62
五、研究發現小結─借力使力的設計原則 68
陸、討論 71
一、理論貢獻 71
二、實務貢獻 72
三、未來研究方向 74
柒、結論 76
參考文獻 77
一、中文部分 77
二、英文部分 77 |
| Reference: | 參考文獻
一、中文部分
林宜標（2008），媒體與博物館合作特展之整合行銷傳播策略─以羅浮宮埃及文物珍藏展為例，國立政治大學經營管理碩士學程(EMBA)，碩士論文。
張富瑞（2011），知識仲介：以穿針引線回應跨界阻力，國立政治大學企業管理研究所，碩士論文。
陳意文（2009），創新產品的資源拼湊與價值實現之研究：採新資源基礎觀點之定性與定量分析，國立政治大學科技管理研究所，博士論文。
陳蕙芬（2010），柔韌設計：以創新調適的策略回應機構力，國立政治大學科技管理研究所，博士論文。
蕭瑞麟（2007），不用數字的研究，培生出版。
二、英文部分
Baker, T., & Nelson, R. E. (2005) 「Creating something from nothing: Resource construction through entrepreneurial bricolage.」 Administrative Science Quarterly, 50: 329 –366.
Bechky, B. A. & Okhuysen, G. A. (2011) 「Expecting the unexpected? How SWAT officers and film crews handle surprises.」 Academy of Management Journal, 54: 239-261.
Burt, Ronald S. (1992) 「Structural holes: The social structure of competition.」 Boston, MA: Harvard Business School Press.
Burt, Ronald S. (2000) 「The network structure of social capital.」 In R. I. Sutton and B. M. Staw (eds.), Research in Organizational Behavior, 22: 345–423. New York: Elsevier/JAI Press.
Burt, Ronald S. (2004) 「Structural Holes and Good Ideas.」 American Journal of Sociology, 110:349–399
Dougherty, D. (2008) 「Bridging social constraint and social action to design organizations for innovation.」 Organization Studies, 29(3), 415-434
Dey, A. K. (2001) 「Understanding and Using Context.」 Personal and Ubiquitous Computing, 5(1), 4-7.
Garud, R., & Karnøe, P. (2003) 「Bricolage versus breakthrough: Distributed and embedded agency in technology entrepreneurship.」 Research Policy, 32(2), 277-300.
Geertz, C. (1973) 「Thick Description: Toward an Interpretive Theory of Culture」. Pp. 3-30, in The Interpretation of Cultures: Selected Essays. New York: Basic Books.
Hargadon, A., & Sutton, R. I. (1997) 「Technology brokering and innovation in a product development firm.」 Administrative Science Quarterly, 42(4), 716-750.
Hargadon, A. (1998) 「Firms as knowledge brokers: Lessons in pursuing continuous innovation.」 California Management Review, 40(3), 209-227.
Hargadon, A., & Sutton, R. I. (2000) 「Building an innovation factory.」 Harvard Business Review May-June, 157-166.
Hargadon, A. (2003) 「How Breakthroughs Happen-The Surprising Truth About How Companies Innovate.」 Boston, MA: Harvard Business School Press.
Lanzara, G. F. (1999) 「Between transient constructs and persistent structures: Designing systems in action.」 Journal of Strategic Information Systems, 8, 331–349.
Lévi-Strauss, C. (1967) The savage mind (La pensée suavage). Chicago: University of Chicago Press.
Lingo, E. L. & O』Mahony, S. (2010) 「Nexus work: Brokerage in creative projects.」 Administrative Science Quarterly, 55S(1): 47-81
Maira, S. (1999) 「Identity dub: The paradoxes of an Indian American youth subculture (New York mix).」 Cultural Anthropology, 14, 29–60.
Obstfeld, D. (2005) 「Social networks, the tertius iungens orientation, and involvement in innovation.」 Administrative Science Quarterly, 50: 100–130.
Oliver, C. (1991) 「Strategic Responses to Institutional Processes.」 Academy of Management Review, 16(1), pp. 145-179.
Pascoe, J. (1998) 「Adding Generic Contextual Capabilities to Wearable Computers. 」 In: Proceedings of 2nd International Symposium on Wearable Computers. pp 92-99
Pettigrew, A. M. (1990) 「Longitudinal Field Research on Change.」 Organization Science, 1(3), pp. 267-292.
Schilit, B. & Theimer, M. (1994) 「Disseminating Active Map Information to Mobile Hosts. 」 IEEE Network, 8(5), pp 22-32.
Schilit, B. & Adams, N. & Want, R. (1994) 「Context-Aware Computing Applications.」 1st International Workshop on Mobile Computing Systems and Applications. pp 85-90
Schumpeter, JA. (1947) 「The creative response in economic history.」 Journal of Economic History, 7:149–159.
Scott, R. (2001) Institutions and Organizations, Sage: London.
Starr, J. A. & MacMillan, I. C. (1990) 「Resource cooptation via social contracting: Resource acquisition strategies for new ventures.」 Strategic Management Journal, 11: 79–92.
Suchman, M. C. (1995) 「Managing Legitimacy: Strategic and Institutional approaches.」 The Academy of Management Review. 20(3), pp. 571-610.
Van Maanen, J. (1979) 「Reclaiming Qualitative Methods for Organizational Research: A Preface.」 Administrative Science Quarterly, 24(4), pp. 520-526.
Walsham, G. (1995) 「Interpretive Case Studies in IS Research: Nature and Method.」 European Journal of Information Systems, 4, pp. 74-81.
Zimmerman, M. A. & Zeitz, G. J. (2002) 「Beyond Survival: Achieving New Venture Growth by Building Legitimacy.」 Academy of Management Review, 27(3), pp. 414-431. |
| Description: | 碩士
國立政治大學
科技管理研究所
98359027
100 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0983590271 |
| Data Type: | thesis |
| Appears in Collections: | [科技管理研究所] 學位論文
|
Files in This Item:
| File |
Size | Format | |
|---|
| index.html | 0Kb | HTML2 | 551 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|
