中華民國表演藝術協會作為政府與表演藝術團體中介組織之研究

A Study of the Performing Arts Alliance is as an Intermediator between the Government and Performing Art Organizations

蔡欣耘(Hsin-Yun Tsai)

指導教授 ： 何康國

國立臺灣師範大學/藝術學院/表演藝術研究所/碩士(2012年)

摘要

中華民國表演藝術協會（表演藝術聯盟，以下簡稱表盟）的成立象徵著臺灣表演藝術團體間「結盟」力量的凝聚。自86年正式成立至今已15個年頭，從扮演監督國藝會的角色開始，藉由表演藝術團體的聚合，期盼從團隊角度出發和政府建立起一座對話的橋樑。表盟身為一個非營利組織介於政府與表演藝術團體間扮演中介組織的角色，在兩者間的溝通、媒合與資源分配上扮演了相當重要的角色。然而，近年來表盟不斷出現被政府「收編」的責難，且在組織「自我核心價值」與「經營面」上面臨許多困境與為難。

有鑑於此，本研究將以表盟為研究對象，採用質性研究中的文獻分析、個案研究與深度訪談作為研究方法。與表盟內、外部之相關人員與單位進行深度訪談，再予以整理分析。來探究表盟組織內部之經營運作、中介角色之扮演以及與政府、表演藝術團體及企業三方之互動關係，期盼給予表盟作為未來經營之參考。

經研究結果發現：
（一）表盟成立目的屬公益性質，以專一組織（表演藝術團體或個人）為主要之聯盟，對會員有審查制度，採高度尊重之原則，且對於會員沒有制度化的權利義務規範，使得會員有高度之自主性。此外，表盟瞭解其在非營利組織面上應有之權利義務；且承辦之專案與宗旨大致吻合。組織之行動策略大多為對外承辦專案之形式。而表盟具有高度的組織優勢，營運關鍵在於組織內部之「成員」。然而，表盟在組織管理面上，無建構出制度化的標準作業流程也不甚重視組織管理，雖近年表盟人力大幅增加，卻沒有明確的細部分工。也因缺乏會員福利制度的建構與創新，無法吸引新會員入會。在財務上高度依賴政府，尚未達到自給自足狀態。

（二）在組織型態上表盟屬非營利組織中「商業」及「互助」型組織。在政府與表演藝術團體中間扮演了轉介、溝通、意見提供及資源的控制與管理者4大角色。而表盟向外界進行募款之成效不彰且並未建構志工制度。

（三）表盟與政府關係密切，類似於「夥伴關係」。政府會主動諮詢表盟之意見，而提供委託專案之機會；在藝文團體部分，表盟扮演了建構團隊互動、輔導、溝通翻譯、資源統籌分配、意見整合等5大角色。但因團隊間差異性大造成雙方主動與被動關係及接觸頻繁度有所不一。而團隊最希望獲得直接利益性的資源。對表盟有政府「半官方組織」之想法；而表盟與企業關係冷淡，且鮮少經營企業關係。

最後，本研究則針對此研究結果與發現給予以下幾點建議：
（一）拉高其組織高度，並重新思考組織角色與定位（二）建構一套完善之「制度化流程系統」，以提高組織效能。（三）穩定財務面，尋求及發展企業贊助之可能性。（四）站在積極主動的位置與政府對話，且尋求互動壓力團體。（五）更具宏觀的角度來開創多元的會員服務，爭取更多資源，尤其在服務中、小型表演藝術團體。（六）整合團隊的聲音，並減少認知、城鄉差距以及更主動積極的去貼近表演藝術團體。（七）內部成立「企業發展部門」，作為企業與表演藝團隊間媒合之角色。

關鍵字

中華民國表演藝術協會 ； 表演藝術聯盟 ； 非營利組織 ； 中介組織 ； 政府 ； 表演藝術 ； 表演藝術團體

並列摘要

The establishment of Taiwan Performing Arts Association (Performing Arts Alliance, hereinafter referred to as PAA) symbolized the cohesion of power of “alliance” among performing arts groups in Taiwan. For 15 years since 1995, starting from the role as a supervisor of National Culture and Arts Foundation, PAA has hoped that from the angle of team work and through getting together of performing arts groups, it could build up a bridge of dialogues with the government. As a non-profit and intermediary organization between the government and performing arts groups, PAA has played a very important role in communications, matching and allocation of resources. However, in recent years, PAA has been censured as a group “incorporating” with the government. Moreover, PAA itself faces the dilemma and difficulties in the “self-core values” and “operation dimension” of organization.

In light of aforementioned situations and with the PAA as the subject of research, the study adopts the literature analyses in qualitative researches, case study and in-depth interviews as methods. It conducts in-depth interviews with the personnel and units inside and outside alliance before reorganization and analyses of materials to explore the internal organization operations, the intermediary role of PAA and the interactions between the government, performing arts groups and corporations. It is hoped that the results could be a useful reference for future operations of PAA.

The study found:
1. The purpose of establishment of PAA is for the public welfare in its nature. It aims to be an alliance of specific organizations (performing arts groups or individuals). While it has review system for the membership under the principle of high respect, it lacks of systematical norms of rights and obligation that the members have high autonomy. In addition, as PAA understands the mandated rights and obligations as a non-profit organization, its contracted projects are broadly in line with the purpose. Most of action strategies are in the form of contractor for external projects. PAA has highly competitive edge, but its key for operation is the “members” of organization. Furthermore, it has neither constructed systematical standard operation procedures (SOP) nor paid little attention to organization and management. Despite the substantial increase of employees, it has no clear division of labors, and it attracts few new members due to the lack of welfare systems and innovation for members. The last but not least important thing is that PAA highly depends on the government and has not been self-sufficient.

2. Regarding the type of organization, PAA is an organization of “commercial” and “mutual help”. It plays roles as a provider of referral, communications and opinions and controller plus the regulator of resources, but its fundraising work is not effective and has not established a volunteer system.

3. PAA has close relationship with the government, similar to the “partnership”. The government may initially ask for the opinions from PAA and provide the opportunities of commissioned projects. On the part of arts group, PAA plays roles of organizing interactions among arts groups, counseling and guidance, communication and translation, coordination and allocation of resources and integration of opinions. However, the big differences between teams tend to result in inconsistency of initiative and passive relationships and frequency. The arts groups eargerly hope to obtain beneficial resources because of their view of PAA as a “semi-governmental organization”. Besides, PAA rarely runs relationship with corporations that their relationship with the corporations is rather cold.

Finally, the study presents following recommendations based on the research results and
findings:
1.Elevate the perspective, and reconsider the role and position of the organization.
2.Construct a set of perfect “systematical SOP” to enhance the effectiveness and efficiency of the organization;
3.Stabilize finance, explore and develop the possibility of sponsorship from business community;
4.Dialogue with the government on the active and initiative standings and seek for interactive pressure groups;
5.Create diverse services for members from macro angle, secure more resources, particularly on the services for medium and small performing arts groups; and
6.Integrate the voice of teams, reduce the gaps of cognition and between urban and rural areas, and more initiatively and actively get close to the performing arts groups.
7.Establish a”Business Development Team” as an intermediate between enterprises and performing art groups.

並列關鍵字

Taiwan Performing Arts Association ； Performing Arts Alliance (PAA) ； Non-profit organization ； Intermediary organization ； Government ； Performing arts ； Performing arts group

參考文獻

國立中正文化中心. (2007年9月)，「2006表演藝術年鑑」，臺北市：國立中正文化中心.

陳定銘. (2007)，「非營利組織、政府與社會企業：理論與實踐」，臺北市：智勝文化.

______主編. (2000年3月)，「非營利部門：組織與運作」，臺北市：巨流圖書公司.

王俊民.(2008年6月)，「非營利組織關係行銷之研究」，彰化縣：大葉大學

何康國.(2005年1月)，「我國交響樂團產業之研究」，臺北市：國立臺灣大學政治學系政治與公共事務碩士在職專班.