公共服務媒體的建構與挑戰－以日本、美國公視的組織變革為例

本文從組織科技的角度，針對日本NHK及美國TPT、WTTW向公共服務媒體的轉型進行研究，發現NHK現階段的主導邏輯仍相當程度停留在傳統的廣電邏輯，屬於數位媒體運作特質的網絡邏輯頗為微弱。相對的，美國TPT與WTTW的組織變革則顯得積極，主管們對於邁向公共服務媒體的轉型都有高度認知，並願透過組織變革來引導轉型，以致兩個組織如今都已有負責數位媒體的專責部門，並與傳統的廣電內容生產部門平起平坐。兩國公視組織變革的不同發展軌跡反映其所處社會脈絡的差異。

關鍵字

NHK ；公共服務媒體；公共服務廣電；主導邏輯；組織變革；組織科技

並列摘要

In this research, the transformation of public service media is examined from the perspective of organizational technology by drawing from the experiences of NHK in Japan and TPT and WTTW in the United States. The pace of organizational change in NHK is slower than that in TPT and WTTW. Currently, the dominant logic of NHK is to practice traditional broadcasting, and a strong sense of the need to evolve to a networked media logic is not evident. By contrast, the organizational changes at TPT and WTTW are active and vigorous. Management executives are highly aware of the necessity of transforming public service media to remain relevant in the digital age and are willing to achieve this transformation through organizational change. TPT and WTTW have designated specific departments to be in charge of digital media, and these departments are supported at par with the traditional television content production department. The distinct development trajectories of the organizational changes in Japan and the United States potentially reflect the differences in the social contexts within which public television organizations operate in the two countries.