中介者的創新演化歷程 -以台灣文化創意產業的三個個案為例

The innovation and evolution of intermediaries-three cases of Taiwan's cultural and creative industries

陳明輝(Chen Ming-Hui)

指導教授 ： 溫肇東

國立政治大學/商學院/科技管理與智慧財產研究所/博士(2020年)

https://doi.org/10.6814/NCCU202001585

摘要

台灣文化創意產業的發展脈絡以及產業結構成形的過程中，在不確定性極高的新興產業裡，為了適應產業狀況和滿足當時的產業與市場需求，各種中介組織因其資源組合條件所發展出的多元樣態。根據其組織任務大致上可歸類為以下四種分類：（1）政策支援型中介組織；（2）公共事務型中介組織；（3）市場中介型中介組織；（4）民間創新型中介組織。本研究透過梳理三個民間創新型中介組織的個案，分析其創新演化歷程。在學理上，本研究指出在特定的時間/演化歷程和產業/空間範疇條件下，影響社會創新型中介組織創新演化的內部關鍵要素包括兩個策略選擇的面向：（1）核心能耐：行動者在其專業領域的優勢能力，或者作為中介組織所累積的行業知識和資源整合能力。（2）社會網絡：經由過去的領域經歷所累積的社會網絡和產業網絡，以及繼承先輩而來的社會關係。本研究發現，民間創新型中介組織除了一般中介的能力外，也需具備（1）文化轉譯能力；（2）辨識創新機會的能力。其創新演化歷程則呈現四個階段的循環演進歷程：（1）邊緣化時期；（2）跨領域中介階段；（3）吸引力模式；（4）創造新產業領域。這四個階段的時間循環端視中介組織所處的產業情境和組織內部所擁有的核心能耐與社會資本的資源而定。本研究的理論貢獻為將「位移」和「文化轉譯」的概念，導入到社會網絡理論的論述中，並且指出中介組織的創新擴散歷程是持續互動反饋的過程。

關鍵字

中介組織 ； 創新演化歷程 ； 社會網絡 ； 核心能耐

並列摘要

In the development context of Taiwan’s cultural and creative industries and the process of forming the industrial structure, in order to adapt to industry conditions and meet the needs of the industry and market, there are various intermediary organizations have developed multiple forms due to their resource combination conditions. According to its organizational tasks, it can be roughly classified into the following four categories : (1) Policy support intermediary organizations; (2) Public affairs intermediary organizations; (3) Market intermediary organizations; (4) Private social innovation intermediary organizations. This research analyzes the innovation and evolution process of three social innovation intermediary organizations. In terms of theory, this research points out that under the conditions of a specific time/evolution process and industry/space category, the internal key elements affecting the innovation and evolution of social innovation intermediary organizations include two strategic choices : (1) Core competence: the actor's superior ability in his professional field, or the industry knowledge and resource integration ability accumulated as an intermediary organization. (2) Social network: social network and industrial network accumulated through past field experience, and social relations inherited from ancestors. This study found that in addition to general intermediary capabilities, private social innovation intermediary organizations also need to have (1) cultural translation capabilities; (2) the ability to identify innovation opportunities. Its innovation evolution process presents a four-stage cyclic evolution process: (1) the period of marginalization; (2) the inter-field intermediary stage; (3) the attractive model; (4) the creation of new industrial fields. The time cycle of these four stages depends on the industrial context of the intermediary organization and the core capabilities and social capital resources within the organization. The theoretical contribution of this research is to introduce the concepts of "displacement" and "cultural translation" into the discourse of social network theory, and point out that the innovation diffusion process of intermediary organizations is a process of continuous interactive feedback.

並列關鍵字

intermediary organization ； innovation evolution process ； social network ； core competence

參考文獻

Allen, T. J. (1977). Managing in the flow of technology. Cambridge, MA: MIT Press.

Allen, James., James , Andrew D.,  Gamlen, Phil. (2007). Formal versus informal knowledge networks in R&D: a case study using social network analysis. R&D management, Volume37, Issue3 Pages 179-196.

Agogué, M., Berthet, E., Fredberg, T., Le Masson, P., Segrestin, B., Stoetzel, M., Wiener, M., and Yström, A. (2017). Explicating the role of innovation intermediaries in the “unknown”: a contingency approach. Journal of Strategy and Management, 10, (1), pp. 19-39.

Amsden, A. H. (1989). Asia’s next giant: South Korea and late industrialization, New York: Oxford University Press.

Andrew Y. (2006). Korea boost, Wallpaper. 92, 350–360.