中小企業主表演藝術贊助行為之研究

A Study on the Sponsorship to the Performing Arts of Taiwan’s Small and Medium Business Owners

陳碩婷

指導教授 ： 夏學理

國立臺灣師範大學/藝術學院/表演藝術研究所/碩士(2009年)

摘要

政府的經費補助、民間的企業捐助以及演出收入，是臺灣表演藝術團體維持營運的三大經費來源。受限於政府的補助有限，以及不穩定的演出票房，使得民間企業所能給予的資源贊助，成為表演藝術環境中，不可或缺的角色。有鑑於此，近年來，許多表演藝術團體開始仿效國外的藝企合作方式，陸續主動向企業界尋求贊助合作的機會，也使得國內學術界陸續出現許多關於臺灣企業贊助表演藝術的相關研究，從不同的角度試圖探討臺灣藝企合作的現況與未來發展。
根據國內外過去的相關研究文獻，發現當企業面對藝文團體的贊助尋求時，許多的企業多是由內部高階主管或是企業主做最後決策，也因此，本研究將以中小型企業主作為研究對象，試圖瞭解臺灣中小企業主面對贊助尋求的評估準則，以及其過去的藝術參與經驗是否與其評估準則有關連性。
本研究採用個案訪談的方式，訪問臺灣師範大學表演藝術研究所的學習顧問，試圖從訪談中瞭解受訪企業主的藝術參與經驗、現況，其對於贊助表演藝術的態度，以及面對贊助尋求時可能產生的贊助行為模式。
結果發現，受訪企業主皆有定期欣賞藝術活動的狀況，欣賞的類型多偏向與自身企業領域相關或是與自身學習相關，參與活動的資訊管道則以網路為主。而擁有藝術參與經驗的受訪企業主，並不排斥贊助表演藝術，相反地是抱持著「開放」的態度看待之。
經由訪談分析，受訪企業主中，有部分企業主過去曾經擁有贊助表演藝術行為的經驗，因而發現企業的產業類別較不會影響到企業贊助表演藝術的可能性，企業贊助表演藝術的參與行為仍停留在較為傳統的方式，而對於企業主而言，這樣的方式已無法滿足企業需求，另外，企業主也會透過贊助活動，給予企業內員工參與表演藝術的機會。另，未曾贊助過表演藝術的受訪企業主則表示，其原因主要是沒有表演藝術團體主動尋求或是沒有管道可以贊助。最後，透過訪談，也發現所有受訪企業主各自有不同的評估準則以決定是否要贊助表演藝術，對於贊助後獲得回饋的方式也各有其主觀想法。
因此，本研究給予企業主的建議為：「企業主可從較為積極主動的態度與表演藝術團體合作」、「可嘗試更多元的贊助方式」、「使員工有更多的參與方式」三項。另外給予表演藝術團體的四點建議方別為：「善用網路資源加強活動宣傳」、「增加與企業主的互動、接觸機會」、「針對不同的企業主擬定不同的贊助企畫」、「文化深耕，培養民眾參與藝文活動的習慣」。

關鍵字

表演藝術 ； 藝企合作 ； 中小企業主 ； 贊助

並列摘要

The funding of maintaining the operation for Taiwan’s performing arts groups comes from three major sources: government’s subsidization, enterprise’s donation and
ticket sales. However, the enterprises’ donation occupies a more crucial role in supporting the performing arts environment among the three because of limited
subsidization and unstable box office. For this reason, many performing arts groups have adopted foreign art-business cooperation mode in recent years and actively sought performance opportunities patronized by enterprises. In the meanwhile, more and more studies related to local enterprises’ patronage of performing arts have appeared in the domestic academic community. These studies aim to explore the current situation and future development of Taiwan’s art-business cooperation from various perspectives.
According to foreign and domestic literature related to this topic, high level directors or enterprisers are usually the people who decide to patronize arts groups or
not when facing such requests. Based on this finding, this study chooses small and medium size enterprises as the objects and tries to explore how the enterprisers evaluate
this kind of requests. It will also study whether there is connection between their past arts performance participation experience and current evaluation standard.
This study adopts in-depth case interview approach. The author interviewed the student advisors in Graduate Institute of Performing Arts, National Taiwan Normal
University and attempted to probe into enterprisers’ arts participation experiences, present situation and his or her attitude toward patronizing performing arts as well as
possible behavior modes when facing the patronage seeking.
The result of this study shows that all of the0 interviewed enterprisers would regularly participate in arts activities and appreciate what is more closely related to their business field or self-study interests. They usually gain activity information through the Internet. Those interviewed enterprisers who had experiences of arts participation may not refuse to patronize arts performance; instead, they usually hold “open” attitude toward it.
According to the interviews, some enterprisers had patronized performing arts before. It was found that industry type has little influence on deciding patronizing
performing arts or not. Furthermore, enterprisers’ behavior of patronizing performing arts still remains in the traditional manner, which cannot meet enterprisers’ need any more. Besides, through patronage activity, enterprisers would also give his or her employees opportunities to participate in performing arts. At the same time, enterprisers who haven’t patronized performing arts explained that is because no performing arts group ask for their patronage or they find no channel to do so. Lastly, the interviews show that every interviewed enterpriser has different evaluation standard to decide
whether to patronize performing arts and hold subjective opinion on how they obtain feedback from patronage.
Therefore, this study provides three suggestions for enterprisers: “An enterpriser could act more actively and positively to cooperate with performing art group,” “Trying more multidimensional patronage modes,” “Creating more participating ways for employees.” In addition, four recommendations are also made for performing arts group: “Making good use of online resource to strengthen activity promotion,” “Increasing
opportunities of interacting or contacting with enterprisers,” “Drawing up different patronage plans for different enterprisers” and “Cultivating general public’s habits of participating in performing arts.”

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