在歷經開發報禁、有線電視市場興起和網路時代來臨這種種的內外環境的衝擊與變革之後，在21世紀迎接台灣報業的，是看來一場比一場嚴苛的考驗，對外，要不斷提升自身的市場價值，對內，則必須持續的降低成本，更重要的，當經營者意識到市場的基盤有了結構性的變革時，以報業本身的核心資源來發展新營收模式也就成了中外報業經營者共同的重要策略方向。 創辦超過半世紀，佈局全球的聯合報系自2000年前後開始進入另一段全新的戰鬥時期，除了報業的原有競爭對手，更有電波媒體前力分食讀者與廣告各項資源，於是「定位」、「開源」、「節流」就成了這個全球最大民營報業集團的三大轉型手段。 在「定位」工作上，聯合報系開始把競爭對手的範疇擴大到報業之外，甚至把有線電視媒體都設定成競爭對手，同時利用內外整合的方式，把自己從原先的「報業」定位上移到到「知識加值服務業」。 在「開源」工作上，聯合報系加強早年已經開始著手的積極爭取業外營收，進一步的爭取各共重大公共活動的標案與主辦，同時更利用既有的種種核心資源，鼓勵員工多想點子以帶進更多營收。 在「節流」的工作上，除了持續檢討人力，更引進e化工程提高各單位的工作效率。 回顧這幾年聯合報系的發展過程中，許多運作其實都印證了策略管理理論中關於「核心資源」與「動態能耐」的討論內涵，其中又以「2004年台灣花卉博覽會」為最具代表性的創新行動。 本研究發現，聯合報系在花博會中的創新行動中歷經了「事業機會發現」、「資源開採」、「打破組織常規」、「資源整合創新」等策略議題內容，可視為台灣報業為尋求新發展方向一次代表性的創新嚐試，其中的機會與挑戰將不會是單一且暫時性的，本研究的相關結論，或可期為未來台灣媒體產業思考未來發展的參考。 / After pass through the big wave of the “Deregulation of newspaper” 、”Cable TV shocking” and “Internet booming” which all make the newspaper industry dramatically transformation, for newspaper company in Taiwan ,the road ahead is the uncountable tough challenge. So no matter what local and worldwide, all the newspaper company make the effort for both side work so call “cost down” and “value up”, most strategy are focus on the two way necessary , root on the core competence and expands business scope, for this, the company needs to make inner innovative activity , both to relocate resource and structuralize new ability , just like to provide the news service on the web , or the database searching even to start up some new business。 The UDNgroup is the largest private news group in the Chinese world , from about ten years ago in Tawian (UDNgroup headquarter) the company has doing many changing in business operation which is all lock in “ repositioning” 、”expand income resource” 、”cost cut” these three dimension. Especially , in the 2004, UDNgroup as a main business partner of the government of Chiang Hwa county(彰化縣政府) to initial the「2004TFE(Taiwan Flower Expo)」，in this cooperation , UDNgroup has showing many capability of strategy management to decompose the some inner resource and then reassemble some new resource and capability for the TFE. This research is the case study between strategy management of UDNgroup and TFE, to find and understand how can UDNgroup to make a good job in the TFE? And the focus is to know about the factor of “Dynamic Capability” .

近年來傳播科技快速變化，不但社會型態因此產生鉅變，新科技更也打破了媒體界線進而產生科技滙流，使得平面媒體、廣電媒體、共同載具、有線電視及網際網路的藩籬、角色、定位都逐漸模糊。 而當平面媒體處於麥克魯漢所說的「淘汰」螺旋後，自一九九九年開始整體廣告盈收呈現負成長，二○○六年台灣報紙一口氣有六家熄燈打烊，數以千計的記者失業。受此影響，記者專業角色嚴重貶值，從監督社會的無冕王淪為商業化與科技化雙重衝擊下的現代報業媒體工人，大量遭解雇的記者形成「流浪記者」現象。 本文訪談八位記者發現，一旦對媒體產業的未來失去信心，連帶也對自己失去信心，喪失了新聞工作的認同與熱情，「一輩子當記者」成為遙不可及的夢想，選擇以生存作為工作心態。這樣的氛圍型塑出平面媒體記者「集體灰暗時代」，嚴重影響其專業角色。 然而以「媒體四大律」分析，紙張形式的報紙雖逐漸遭到網路媒體之「淘汰」卻不會消失，而是需要「轉化」。記者創作撰寫新聞「內容」的能力不因報社倒閉而消失，社會對記者的需求更將永無止境，記者應隨社會環境與新科技改變進而轉變並提升自身核心能力。 / The media landscape in Taiwan has been greatly changed because of the emergence of new communication technologies and transition of market-driven journalism globally. For one thing, the newspaper industry’s circulation and readership continue to decline and advertising revenues keep on shrinking since 1999. As a result, since the beginning of this century, many newspapers have experienced huge deficits; six were shut down in 2006 alone and thousands of journalists lost their jobs. Based on the literature review and in-depth interviews of eight so-called “jobless journalists” who left or considering to leave the newspaper industry, this study finds many of these professional reporters are experiencing a crisis of confidence, no longer believing in themselves as well as the professional training. Most of all, they predict that the fate of newspaper has been doomed and journalism is hopeless and futureless. The study records their true stories of how to rebuild confidence while facing the hardship both of the career and the profession.