台灣小型現代舞團經營發展研究

A Research on Management and Development of the Small-scale Modern Dance Companies in Taiwan

吳碧容(P-Jung Wu)

指導教授 ： 夏學理

國立臺北藝術大學/文化資源學院/藝術行政與管理研究所/碩士(2008年)

https://doi.org/10.6835/TNUA.2008.00058

摘要

對任一個領域而言，「新生活水」持續注入關係著領域能否永續發展，然而根據中時人力網站2002年調查發現，文化創意產業各次級產業就業人力比例偏低，尤其，舞蹈科系畢業後投入表演藝術產業者不到一成，除了顯示出舞蹈藝術領域「學以致用」的情況堪虞外，更表現在台灣近十年舞蹈團體之經營面臨穩定性與持續性不足之狀況，日益嚴重。

近十年來，台灣現代舞蹈及戲劇團體多以小型規模開始發展，原因有二：一、自1980年代以來，台灣小型演出場地蓬勃，造就許多藝術創作者以小規模演出發表作品；二、國家文化藝術基金會成立後，以團體作為申請演出案補助之資格限制，間接促成許多小型現代舞團及劇團之成立。而根據近七年之文建會扶植團隊與國家文化藝術基金會舞蹈類獎助名單發現，舞蹈類補助總金額常居四類（含舞蹈、現代戲劇、傳統戲曲及音樂等）之冠，現代舞團數量在舞團類補助總團數中，約佔半數以上之比例，而小型舞團更約佔現代舞團數五分之三之比例，以上因素皆顯示小型現代舞團在台灣舞蹈藝術發展之重要性。

行銷管理學大師Kotler指出，「小型表演藝術團體在初期成立時，不需要太複雜的管理和戰略，透過創業者本人就可以控制整個團隊之情況，但欲維持長久不變的規模實有其困難，尤其小型表演藝術團體在成立經年之後，必面臨到生存之問題。」研究者從事舞蹈相關工作近二十年，基於從事舞蹈創作與舞團經營相關實務之經驗，瞭解小型舞團如何尋求穩定經營之道，不但關係著其生存之課題，同時也攸關舞蹈領域能否持續注入「新生活水」而永續發展之狀況。

本研究共計六個章節，分別以緒論、文獻探討、研究方法為基礎，透過問卷與深度訪談，瞭解五個個案舞團之包括三十舞蹈劇場、世紀當代舞團、水影舞集、極至體能舞團及稻草人舞團之經營現況，並分析其營運模式、人事組織、財務控制、公共關係與行銷模式、創作概況等狀況，呈現影響與助益小型舞團發展之因素，作為發展小型舞團之「成長評估模型」以及「經營建議」，提供現階段小型舞團經營之參考。

關鍵字

表演藝術、現代舞團、經營發展

並列摘要

In any given field, “adding fuel to the fire" is necessary for continual development. However, according to the findings of a study done in 2002 by the China Times Job website, employment in the artistic and creative industries is proportionally lower, specifically, less than 30% of dance graduates enter into the performance industry. Other than demonstrating that dance as a discipline is not being learned and applied, this shows more that in the last ten years in Taiwan, dance company management has had to face a lack of stability and a lack of stamina, issues which grow steadily worse.

In the past ten years, most of Taiwan’s modern dance and theatre companies have started on a small scale and developed from there. There are two reasons for this: First, since 1980, there has been a boom in small theatre venues in Taiwan, allowing many artistic directors to present works on a small scale. Second, after the National Culture and Arts Foundation was established in Taiwan, qualification restrictions put on subsidy applications has indirectly facilitated the establishment of many small modern dance and theatre companies. Yet, according to records of the past seven years of assistance provided by Taiwan’s Council for Cultural Affairs in as well as awards given in the category of dance by the National Culture and Arts Foundation, the total amount of subsidies usually awarded fall into four categories (including dance, modern theatre, traditional drama and music, etc.) with dance at the top. The number of modern dance companies in the category of subsidized dance companies makes up more than half overall. Moreover, within these modern dance companies, three out of five are small companies. All of the above factors show that small modern dance companies play a significant role in the development of dance in Taiwan.

Marketing management expert Kotler points out, “In the initial stages of establishment, small performance groups do not need complex management or strategies because the whole company can be run by the business founder. However, maintaining stability and sustainability has its difficulties. Especially after being established for a number of years, small performance groups have to face the problem of survival.” The author of this thesis has been involved in dance related work for nearly twenty years. Based on her experience in choreography and dance company management, the researcher understands that finding a stable way to run and manage a company could solve the issue of self-preservation and also address the question of whether or not the field of dance can continue to develop in the long run.

This research consists of six chapters. The introduction, the literature discussion, and research method serve as a foundation. Through questionnaires and in depth interviews, five different cases of dance companies in terms of their current management situations are presented. Companies include Sun-Shier Dance Theatre, The Century Contemporary Dance Company, Water Reflection Dance Ensemble, Acme Physical Dance Theatre, and Scarecrow Contemporary Dance Company. An analysis of their models of operation, organization of personnel, finance management, public relations and marketing, and choreography process is given, showing the influences and helpful factors in the development of small dance companies. This information can be used as reference for “growth assessment” and “management suggestions” for current small dance companies and company management.

並列關鍵字

performing arts, modern dance company, management and development

參考文獻

朱宗慶等，2002，〈表演藝術生態報告〉，台北：國立中正文化中心。

Twyla Tharp原著，張穎綺、張文欣譯，2005，《創意是一種習慣》，台北：張老師文化事業股份有限公司。

國家政策研究基金會，搜尋日期:2007/07/10。

Duane E.Knapp原著，黃家慧譯，2001，《品牌思維》，台北：美商麥格羅•希爾國際股份有限公司台灣分公司。

一、 中文部分