本研究是在新媒體多平台趨勢的脈絡下,以台灣的TVBS作為個案,探討TVBS在因應新媒體趨勢下,在內部的跨部門資源整合過程中遇到何種問題、管理者針對這些問題的解決方法以及經營考量、內部跨功能團隊對於跨部門合作的成效為何、未來TVBS的組織變革規劃藍圖為何,以及相關領域的專家學者如何看待TVBS所遇到的問題以及解決方案。 研究發現,TVBS內部基層員工在進行新媒體業務時,遇到的問題大多在於跨部門合作方面,而這些問題之所以產生的原因在於:內部沒有既定的合作流程、對於新媒體部門的定位不明、仍以電視思維來進行新媒體業務、未制定出績效考核制度。 針對基層員工所提出的問題,管理者提出未來的藍圖規劃和經營考量:將會成立新媒體營運中心以進行資源整合工作、將彙集各部門意見進行工作流程制定、制定新媒體績效考量制度、確實進行員工教育訓練以建立共識,接下來新媒體發展上,將會先不以獲利與否為目標,而是找出屬於TVBS的模式。 專家學者則建議TVBS,組織調整的工作必須以組織文化為調整核心,且必須先將未來新媒體文本的定位清楚描繪出,才能進行接下來的規劃。本研究發現,TVBS未來的組織變革規劃藍圖符合Kotter所提出的八階段變革模型。針對跨功能團隊的成效部分,該團隊已完成階段性任務,未來將由新成立的部門接手跨部門資源整合的工作。本研究認為,TVBS在過去針對新媒體業務所進行的組織變革中,僅在設備提升上達成目標,在其他方面則算失敗,但TVBS也已意識到導致失敗的原因,並以此為基礎進行接下來的再次變革。
A case study on TVBS was conducted under the trend of multiple platforms of new media era to explore the problems of cross-department resource integration in TVBS, the solutions and operational considerations of the managers, the performance of inner cross-functional team during the cross-department cooperation, the blueprint of organizational changes of TVBS in future, the attitudes and solutions of experts in related field on the problems TVBS has met. It was found from the study that most of the problems were derived from cross-department cooperation when the TVBS’s junior staffs were doing new media business. Managers have also given the blueprint and operational consideration according to the problems proposed by junior staff, e.g., new media operational center will be established for resource integration, work procedure will be made based on the opinions collected from the departments, the system of work performance assessment will be established, agreements will be formed through staff training, and the goal of developing new media will be finding the exclusive mode of TVBS rather than benefiting. The results of the study showed that the organizational changes conducted by TVBS according to the new media business in the past had all failed except the equipment improvement. However, the blueprint of organizational changes of TVBS in future coincided with Kotter’s 8-step change model. As for the performance of cross-functional team, the team has finished the goal of the stage, and the new department will take over the resource integration of cross-department in future.