電視產業80年經歷多次創新，從硬體，載體加上視聽播送內容，以及非市場因素的政府介入，交互影養，我們看到內容與平台的創新演變與轉折。如今，資訊科技以新技術破壞式創新，融合多媒體匯流服務，”閱聽眾”收視習慣因而變成了”用戶”。兩方互跨領域與內容，紛紛以「新媒體」之姿跑馬圈地。 『世界是平的』作者，佛克林David Verklin提到，我們生活在一個競爭無止境的世界，代表創新抉擇亦將無止境。電視媒體過去從無線到有線以致數位，一直以持續性創新前進新戰場。如今，競爭對手不只是電視同業，資訊科技異業的攪局與破壞創新，定義出數位時代傳播服務的「新媒體」，將撼動電視媒體霸主地位。潮流所趨，電視媒體「轉型」已勢在必行，如何再次創新以加速就位，是一場嚴峻的挑戰。面對內部組織能力與外部新興科技的專業，都有創新的兩難。本文透過個案研究方式，應用古典與現代學派學者不同的創新論述，分析電視媒體轉型新媒體必備的創新元素與能力，彙整出創新抉擇的思考依循，提醒電視媒體企業經營者應有的創新習慣及演練，避免消失。 研究發現，電視媒體與資訊科技「新媒體」產業因”閱聽眾”與”用戶”概念，創新思維差異很大，以致採取不同價值主張。電視媒體認為資訊科技為輔助角色，直接平移新聞與節目即可。而由資訊科技業或電信網通業者所打造的「新媒體」，則定位在提供用戶最大「量」與「速度」的多媒體匯流服務，並轉載與其他平台一樣的資訊內容即可。事實上，兩者都已在同一個數位競技場，如果內容同質性過高，實難建立”閱聽眾”與”用戶”的忠誠度，更甭說獲利與否。結果顯示，新媒體服務必須滿足“閱聽眾”與“用戶”的概念，才能實踐創新，而創新的抉擇，必須回歸自身資源優勢與資訊科技業互補，共生共榮，才是「新媒體」正軌發展之道。 / TV-Media has been developed for more than 80 years with many transition。Not only technology、carrier but also regulation pushed TV Media heading to a new service。Apply those turnings to the theory of innovation，showed how TV media deal with unexpected future and their innovation phase。In this comprehensive with all kinds of possibility internet world，the new tech of media convergence emerged the「New Media」service，TV towards IT service，IT towards TV content service, which changed viewer’s behavior of seeing and hearing behavior, they became a user，that makes both side wants to be a Player。 As the book of 「The world is flat」writer “Thomas Friedman” says：”We are living in a never-ending competition world which means that takes innovation action is a way to survive”. Via Wireless、Satellite，then deliver the seeing & hearing content through cable to users，TV-media’s competitors are beyond the same trade，and more competitors will be the IT(information technology) business for it can converge all kinds of content and deliver it to TV/PC/Mobile，which defines itself as a「New Media」service。Transforming the way to see and hear with IT heavily involved，TV Media viewer has become a faithful user to the 「New Media」。Does it mean that 「New Media」might shake up TV-Media’s long lasting standing ? To a traditional TV-Media , tackling this innovation step is kind of a dilemma，for it’s current organization that seems not allow them to do so , and without IT-experts support hardly can make any step on what New Media needs。This research has applied Mr. Clayton Christensen’s point of innovation (Harvard Business Professor) to elaborate what were TV-Media’s innovation elements?how to empower those elements ? and some reminder has been figured out to help TV-Media to make the right innovation determination to avoid to be eliminated in media market 。 Accomplished this research , we discover that innovation orientation of TV-Media and IT-Based Media (New Media) are quite different.TV-Media took IT as a supplementary，thus，moving TV program as a New Media content. The IT-Base Media buy the same content to serve user as competitors do,focusing on quantity and speed。Actually both TV and IT , they are toward each other’s territory and battle in the same arena shows that content will be a critical issue。No matter viewer or user,they will not take the same service with repeat content。 Changing to a New Media era ,user behavior will different from sitting in sofa’s watching TV viewers , the content should be distinguished from long duration content。As a PC or mobile phone user , they dominate what content to watch。If the content attract thems or make it as a necessary information for themelves，they must to satisfy user with an innovation determination to consolidate both TV and IT Media’s advantage is necessary to take。 Because innovation will be the only way to breakthrough barrier，and a right way to turn TV-Media itself as a 「New Media」to a sustainable development。

近年來，有線電視多系統經營商（MSO）在統合台灣地區各家系統業者的集團化經營模式之下，已逐漸成為國內電訊產業中的主要營運平台之一，其發展也受到眾多產業研究者的重視。隨著全球性的數位電視發展趨勢，以及國內數位傳播科技的蓬勃提升，台灣的四大MSO業者先後在2009年推動數位電視服務，有線電視數位化的市場動能開始浮現，也帶來了國內傳媒產業的嶄新期待。 本文以MSO業者為主要的研究分析對象，輔以系統業者與跨業經營有線視訊服務的中華電信MOD作為交相對應之依據，並以組織資源學理的角度出發，探究有線電視MSO如何以資源運用與整合的方式，來推動數位電視服務。研究發現，原有的收視戶規模、工程技術、人力資源、數位內容與財務規劃等因素，雖然是首要的組織核心資源，但是能否進一步運用內部管理與行銷推廣能力，進而形構出超越傳統市場形象的數位化品牌價值，方為MSO業者的營運思維之關鍵所在。 總體論之，MSO應當將自身調整至電訊服務營運商（Telecommunication Service Operator）的角色定位，並積極引入跨領域背景的未來人才，且必須重視對於旗下系統業者的良好整合與管理、顧客關係管理的妥善執行、雙向互動之科技；而本地內容業者的數位化程度、政策制訂與產業發展的配合亦相對重要。另外，理想的組織外部資源整合，以及明確的數位有線電視服務定位，皆將對於該產業的市場發展性影響深遠。本文亦期盼該研究能對數位有線電視平台業者、內容提供者或其它的相關產業鏈局之業者，產生實質上的參考價值。

本研究旨在藉由2008年馬英九當選「中華民國第十二屆民選總統」後電視新聞相關報導內容的敘事分析，探討其試圖傳達的意義、形象，以了解電視新聞媒體對廣大閱聽眾「說了什麼」及「如何說」馬英九之神話故事，藉此歸納出新聞媒介「造神運動」的過程。 Barthes (1972)指出，神話系統可劃分為一級語言系統與隱含意識形態的二級神話系統。本研究循此從古代神話進而論述媒體神話、電視新聞神話於兩階層不同深度的意義，並根據Chatman (1978 )敘事理論和考量電視新聞之媒體特質將電視新聞神話第一層分為故事內容與敘事手法，以敘事分析之研究方法分析馬英九相關電視新聞。 研究結果發現，馬英九新聞故事多描述其個人形象塑造、兩岸與經濟政策、520就職典禮相關事宜及內閣人事等情節，並不時突顯其領導才能、公共議題與政見、政黨代表因素、政治風格、本土化特質、個性與個人背景等特色，且多報導其於公共流行文化領域之內容。其敘事手法則多以全景、長景與中景鏡頭拍攝，且記者多使用非干擾性旁白聲調述說新聞故事，而聽覺的後製效果應用較少。 資料分析亦顯示馬英九新聞故事暗示之意識形態可分為人民認為優秀總統應具備的條件與期許、兩岸關係爭議、親美思想以及新時代來臨等四類，此亦反映台灣社會價值觀、國際與政治情勢以及人民對新政府的期待。 / The research aims at exploring the meaning and individual image presented in Ma Ying-Jiu’s television reporting after his election of R.O.C president in 2008. By means of narrative analysis, the study is expected to understand the TV news media “what to tell” and “how to tell” the mythical news story of Ma Ying-Jiu, and to generalize the “Mythmaking Movement” process. As Barthes (1972) points out, myth is a second-order system constructed of linguistic system and ideological myth system. Based on the structure, this research discusses two orders of “myth” from ancient myth to media and television news myth respectively. Besides, with the concerns of television features, the linguistic system of TV news myth can be further divided into narrative “content” and “techniques” according to narrative theory proposed by Seymour Chatman. Results of this analysis indicate that, in terms of news plots, Ma Ying-Jiu’s TV news stories can be classified into the following categories such as individual image presentation, cross-Strait relations and economic policy, 520 inauguration ceremony and government personnel. For the role traits part, news stories are generally focused on Ma’s leadership, public issue, political party and style, localization, personality, and personal background. Even more, the sphere of public and popular is the most used setting in Ma’s news story according to this analysis. As for the technique, the full, long and medium shot and non-interrupted reporting tone are regularly used, while the other postproductions are not. In respect of ideology, Ma’s television reporting reflects four categories as follows: condition and expect of an outstanding president, cross-Strait controversy, pro-America thinking, and the coming of new epoch.

在電腦、電信與媒體產業匯流現象以及全球化下的影響下，電信公司、網路服務業者、廣播電視網路、有線電視網路以及直播衛星等產業，已經逐漸整合而成一個水平相關的層級式產業，可以互跨服務範圍競爭。在整個寬頻多媒體產業中，我國無線電視業者可經營傳輸網路與節目內容，並為接取產品的中心。但是如何從類比走向數位、從窄頻走向寬頻、從傳統走向科技、從單向走向多向、從內容走向加值，就成為了我國無線電視業者的眼前的問題。 目前我國數位地面廣播電視發展尚處於起始階段，所以明確的加值服務規劃方向顯得相形重要；另外在寬頻上網的趨勢下，網際網路服務已經越來越普遍，如何提供使用者所需的加值服務就成了當務之急。為了要探討無線電視業者如何迎接寬頻網路的挑戰，就必須從數位電視與網際網路服務兩方面切入，來探討在寬頻時代下我國無線電視業者之內容加值服務方向。本研究之研究目的歸納為下列幾項： 一、探討我國無線電視業者所提供的網際網路內容加值服務並給予建議。 二、探討數位地面廣播開播後，我國無線電視業者可提供之內容加值服務方向。 三、探討整體寬頻多媒體產業市場結構，藉由分析我國無線電視業者之核心能力與資源，對於業者進入寬頻多媒體領域之服務規劃，提出具體建議。 由於內容加值服務的研究尚在萌芽，國內亦缺乏相關理論架構的累積，本研究從資源基礎與競爭優勢相關理論以及模組與模組化加值概念來作為內容加值服務的理論基礎，並從外部整體寬頻多媒體網路產業環境以及電視台自身優劣勢分析為基礎來分析無線電視業者的內容加值方向。本研究透過文獻探討、深度訪談兩種研究法進行，將目前五家無線電視業者作為研究對象，從數位電視與網際網路服務兩方面切入，分析我國無線電視業者之內容加值方向與整體服務規劃。 根據文獻探討與深度訪談的結果，本研究之結論與建議如下： （一）加速通道數位化 在通道數位化方面，目前無線電視業者應詳實規劃未來服務方向，考量室內接收與行動接收的可行性，進行完整的傳輸網路規劃，並應積極加快數位電視基礎傳輸網路的建置工程。 （二）模組化的加值策略 內容加值的前提在於瞭解內容可以進行哪些方面的加值，以及所應對的流通平台為何，以便在不同的平台上建立不同的可行性機制，再進行模組規劃。內容的加值化分為兩部分，一為生產模組化；另一為建立數位資料庫。 （三）針對網路特性進行加值服務規劃 1.網際網路內容加值服務規劃方向：隨選的影音服務、資料庫檢索系統以及個人化的服務是網際網路內容加值的幾個重點方向。 2.數位地面廣播內容加值服務規劃方向：提供行動接收服務、具互動性以及檢索功能的可隨選多媒體資訊服務內容以及上網服務，來符合使用者需求。 （四）積蓄與重建核心資源保持企業優勢 在積蓄核心資源上必須將既有資源加以維持，並將個人資源經由知識萃取的方式轉為組織資源，形成知識擴散來達到機構化的程度，以助於組織競爭優勢的維持。本研究建議業者必須廣攬節目製作人才，或與製作公司相互整合，積蓄自身產製影音內容的核心能力與資源，維持自身之競爭優勢。 （五）相互策略聯盟造就多元環境 第一步必須以開放性的心態先行破除無線電視業者之間的藩籬，使得同業之間能夠彼此相互合作，另外在異業之間也要相互結盟，造就多元環境。 （六）改造企業以因應整體產業發展 企業的數位化必須透過組織適度地進行相關變革活動來達成，強調並落實以滿足顧客需求為主的競爭方針，以利於企業經營與存續。 / In recent years, due to the progress in digital technologies, the convergence between industries, and the springing up of the broadband network, Taiwan’s Terrestrial Broadcasting System become one of the major broadband accesses to information and entertainment content from home. The emerging new valued-added services they provide could thrive in areas such as digital TV broadcasting, interactive TV, data broadcasting, and Internet information retrieval. In the new competitive market, to provide valued-added services the user want and make them satisfied become the key of the success. The objectives of this research are：(1) to reconsider the development direction of value-added services and applications in Taiwan’s Terrestrial Broadcasting Companies over Internet and DTV; (2) to make a strategic plan for the management of Taiwan’s Terrestrial Broadcasting Companies. This paper is based on following data：literature review, secondary industry information and in-depth interview with management personnel in order to construct an analytic framework and make proper conceptualization. There are six major observations in this study： 1. Deploying broadband communications infrastructure as soon as possible let the various cooperative industries to incorporate the new digital platform. 2. Because both content and network are not the only choices in the broadband era, we have to put emphasis on modification design of producing content and database to make the services available anywhere. 3. Each platform has its own identity; the scheme of the valued-added services over Internet is to provide video on demand, customized content, and search services. The other services over Digital Terrestrial TV Broadcasting are to provide mobile service, Internet access, data broadcasting, and interactive TV services. Therefore, the provision of user oriented content and services shall be the key for making strategic plans in the media industry. 4. Save and re-establish core resources and capability to remain the industry’s predominance. 5. In digital era, the market is emerging as a sort of “Co-petition”, a mutual but not substitute relationship. Taiwan’s Terrestrial Broadcasting Companies have to establish the cooperative relationships with other industries to reach the synergy as expected. 6. Due to the progress in digital technologies, digital TV has become an emerging multimedia communications vehicle that will be one of the major broadband accesses to information and entertainment content from home. Traditional terrestrial broadcasting companies must restructure their organizations to keep the development in digital era.

This study tried to have an exploratory study about the cross-cultural effect of the content of the message board by examining the sitcom programs both broadcasted in Japan and Taiwan. The theory of Individualism versus Collectivism from Hofstede is used as a basis of this study. Moreover, the other factors such as country of origin and viewers’ profile have specific effects toward our findings as well. The content analysis was applied to analyze the data collected from the message board. The practical research relates to the objective of customers and the segmentation of products by analyzing the data of a company. There are important implications of cross-cultural customers and marketing practices according to this research. The future research is expected by examining other aspects of relative issues.

做為新制度流派之一的歷史制度論認為：一政策的成形，乃為情境中各要角(actor)勢力的競逐過程。研究者則在探討，做為競逐場域的共同傳輸公司，各要角勢力的競逐態勢，又將對未來台灣數位無線電視的樣貌，產生什麼樣的影響？ 本研究提出，要探討台灣共同傳輸公司的建構意涵，需回到歐洲公共廣電媒體數位化的發展脈絡進行考察，並再回到台灣的情境脈絡中，定義共同傳輸公司於台灣的建置意涵為何。 研究者從八國（英國、瑞典、西班牙、法國、荷蘭、芬蘭、愛爾蘭、義大利）歐洲公共廣電媒體數位化的過程，歸納出三套共同傳輸公司的類型，包括：「既有獨佔型」、「準公共事業型」，及「市場競爭型」。本研究除分析這三種傳輸公司類型移植台灣的意義為何，並進一步評估其移植的可行性。另外，本研究亦針對共同傳輸公司議題，對未來「NCC作用法」的修法方向提出建議。 / The goal of Historical Institutionalism is one of the sects of New Institutionalism. It focus on finding, measuring and tracing patterns and sequences of social, political, economic behavior and change across time and space. Historical Institutionalism argue that the actors involved in the social context are the important variables for understanding political outcomes. This study try to find out the process of transmission company construction in Taiwan based on the viewpoint of historical institutionalism. Taiwan government plans to switch of the analog terrestrial television before 2010. Government try to stop the vertical integration of terrestrial television. Then also plan to construct the transmission company. This study compares with the process of digitalization of European public service broadcasting, and typologies 3 forms of transmission company, including ‘Existing-monopoly Type’, ‘Quasi-public service Type’ and ‘Market-competition Type’. After that, continuing thinking about the adaptability of three types in Taiwan. And also interprets the connotation of development of transmission company in Taiwan.

在行銷策略、品牌推廣中，廣告一直是不可獲缺的重要角色。因此如何有效的傳達廣告中產品的訊息、品牌的理念，讓消費者接收到商品及品牌的優點並且產生消費的意願，一直是廣告行銷者最大的挑戰。然而每一支廣告從拍攝購買播出時段往往需花上龐大之金額，是故欲拍攝廣告之廠商，希望將每一塊錢都花在刀口上，期望能以最適當之廣告型態來為其商品拍攝廣告，準確地達成廣告之目的。故本研究將國內5年來登記上映之電視廣告挑選八大商品類別作為研究對象，以廣告型態(代言人、手法、調性)及秒數作為研究變項，探討各商品類別的電視廣告與廣告型態間之關聯性，進而找出最適合各商品類別之廣告型態。 本研究使用卡方獨立性檢定、單因子變異數分析及羅吉斯廻歸等方法，將廣告代言人分為名人、素人及動畫；廣告手法分為故事式、生活片段式、名人推薦式、真人反應及意見式、一般廣告歌式、動畫廣告歌式、訊息直接敘述式等七種；廣告調性分為Kuso(幽默)、輕鬆、感性，研究各商品類別、廣告型態及廣告秒數間的關係。研究結果發現： 1. 廣告代言人中以素人之比例為最高、動畫之比例最少，而以名人之成長率最為穩定。 2. 廣告手法以生活片段式及訊息直接敘述式之比例為最高、動畫廣告歌式之比例最少，而以故事式及訊息直接敘述式之成長率最為穩定。 3. 廣告調性以輕鬆之比例為最高。 4. 不同商品類別傾向選擇不同之廣告代言人。 5. 不同商品類別傾向選擇不同之廣告手法。 6. 不同商品類別傾向選擇不同之廣告調性。 7. 不同廣告手法、廣告調性對於廣告播出秒數有顯著性差異。

因應傳播科技發展與市場化競爭，台灣電視新聞記者愈來愈常見利用MSN「會稿」與新聞畫面的「合帶」，進行緊密的集體合作行為。電視新聞記者透過集體「會稿」，不漏新聞又能掌握各台動向，因此受到新聞室組織的默許，甚而影響各台的新聞取向與編輯策略。而原只存在於駐地記者的「合帶」行為，也逐漸向上擴展到地方新聞中心，甚至台北總部，使得記者對集體合作的依存度更高。 電視台記者的跨台集體合作行為，導致台灣電視新聞出現特殊的「合工效應」，新聞內容更趨「同質化」與「濫獨家」現象充斥。電視記者蒐集新聞資訊方式從過去佈線經營人脈，轉變為倚賴同業關係而獲得，但二手資訊卻常使得新聞的錯誤率增加。 本研究透過訪談20位資深電視新聞記者，勾勒出「會稿」與「合帶」集體合作行為的三層次形貌，剖析不同層次集體合作的運作方式與目的，並探討集體合作對於新聞產製流程、電視記者職能與專業態度的影響，同時對電視新聞媒體現況提出省思。 / The development of communication technology and growing competition have led TV reporters in Taiwan to rely on underground inter-station and interpersonal cooperation, which consists mainly of information exchange on MSN and news video sharing. Despite the potential violation of work ethics, such cooperation eliminates the possibility of missing out on any news story, and hence is given silent permission from the news room. Such news gathering, however, has to a certain extent changed the selection and editing strategies in TV stations. News video sharing, a method originally used only among local correspondents, has spread to regional news centers, and sometime even the headquarters in Taipei. These in turn reinforce reporters’ reliance on interpersonal cooperation. Such interpersonal cooperation of TV reporters in Taiwan has also resulted in a homogeneous news industry full of meaningless “exclusive” news stories. While reporters used to gather news from independent sources, they have now turned to share information with other TV stations. Despite the convenience, such second-hand facts are of more potential errors. The researcher of this paper has interviewed twenty senior TV reporters and depicted a tri-tier cooperative system—from local correspondents, regional news centers, to headquarters. This study looks into the means and purposes of this cooperation model on all the three levels and probes into its possible effects on the news reporting process, TV reporters’ competencies, and professional attitudes.

電視機產業的發展在全世界各個國家區域，與媒體及通訊業者之間乃是息息相關，除了涉及社會安全與播放頻道管理等敏感問題外，背後還牽涉龐大無限的商業利益；而液晶面板向來皆是電視與顯示器產業發展的重要元件之一，由於涉及複雜的光電科技以及綿密之上、下游供應鏈，其所帶動所屬相關的產業與經濟發展之價值，一直都是名列於日本、韓國、台灣、中國等國家之重點培植項目。 自2006年開始，歐洲市場已經超越北美、並成為全球電視機的第一大銷售市場，全球主要的品牌都投入重兵、深度耕耘歐洲市場，尤其是日本與韓國品牌；對照韓國廠商在歐洲地區已有之深度垂直整合的供應鏈，以及已達經濟規模的生產、運籌基礎，日本與歐洲品牌則必須完全仰賴歐洲區域內或是遠從亞洲的韓國及台灣供應鏈廠商，否則難以在歐洲市場中立足。 本研究經由相關文獻探討後，以賽局理論架構來分析研究個案企業B公司，與母公司從「策略結盟」、「合資公司經營模式」、「客戶關係與利益」等角度，探討所經歷之資源重整、經營創新、暨競爭又合作的多重關係；同時本研究亦採用個案研究法深入訪談相關之高階主管，以了解其實務作為與成效。 由個案分析與研究發現，得出研究結論如下： 1.兩家母公司T公司與A公司在參賽者的價值網關係中，彼此對於歐洲市場的互補加乘之綜效是最大的；同時若對特定之歐洲及日本品牌客戶而言，合資成立的B公司正好可以提供這些品牌客戶之最佳服務價值，並更強化這些客戶與兩家母公司的經營合作關係。 2.個案B公司在兩家母公司之加持及協助下，就附加價值的速度、成本、品質及與客戶關係等方面，的確有效地幫助歐洲及日本品牌客戶穩固、提昇其在歐洲市場的市佔率。 3.兩家母公司在市場、客戶及供應商規則的挑戰與反應，對於合資成立的個案B公司提供最即時與最有效的奧援，讓個案B公司能夠穩健地發展出適合市場、符合客戶需求之經營模式。 4.兩家母公司在客戶及供應商戰術的指導與支援，對於合資成立的個案B公司亦提供最符合客戶需求的價值，除了提供一站購足的整合服務外，還可以幫助歐洲及日本客戶避免完全被韓國供應鏈所挾持。 5.由於兩家母公司在個案B公司合資成立之初，對於其B公司經營目標的賽局範圍定義便早已形成共識，所以無論是客戶之選定、產品與技術之發展以及資金與人材的支援等，B公司都能依據歐洲市場的發展趨勢，按部就班地耕耘與發展。 6.個案B公司在成立時之組織設計與重要職務的安排，兩家母公司便已排除己私之小利，同時周延地考量何者模式是對於個案公司的經營是最適切，所以讓經營團隊能夠密切、順利地經歷磨合期，並領導公司的營運達成目標。 / TV industry in countries around the world regions is closely related with huge unlimited commercial interests involved between the media and communications behind, in addition to involving the Social Security and the play channel management, and other sensitive issues, driven by the TV-industrial development opportunities is also important to Governments; LCD panel has always been one of the components important to the development of TV and display industries, as it involves complex electro-optical technology and dense above, the downstream supply chain, they led their respective related value of the industrial and economic development have always been ranked in the focus of Japan, Korea, Taiwan, China to cultivate the project. Since 2006, the European market has gone beyond North America, and become the biggest TV market in the world, the world's leading brands have invested heavily with depth of plowing to European market, especially Japanese and Korean brands; South Korean companies in Europe has been working on deeply vertical integration of supply chains, and has reached economic scale of production and logistics base; Japanese and European brands must be totally dependent on local supply chains in Europe or far away from Asian vendors, otherwise it is difficult to secure their market shares in Europe. With through literature review, this study has adopted the game theoretical framework to analyze the case of B Company and its parent companies. From the perspectives of strategic alliance, joint venture business model, customer relationships and interests, this study explores the experience re-engineering, business innovation, cum multiple relationships between competition and cooperation. Furthermore, this study has used the case study method to do in-depth interviews with relevant executives to understand their substantive acts and effectiveness. By case analysis and research findings, this study draws conclusions as following: 1.The value of participants' gateway system to parent companies T and A makes the largest multiply synergy of complementation with each other for European market. To the specific European and Japanese brands customers, joint venture case B can provide the best service value to these brands. 2.Under the assistances of two parent companies, B Company’s added value of the speed, cost, quality and customer relations is indeed effective in helping European and Japanese brands to enhance their market shares in Europe. 3.As to the rules of the market, customers and suppliers, two parent companies do provide the most immediate and effective support to B Company on steady marketing development to meet customers’ demands. 4.Regarding the tactical guidance and support of customers and suppliers, two parent companies also provide the best assistances to B Company and meet customers’ needs and values. 5.With mutual consensuses of the game scope definition by two parent companies in the beginning of joint venture established, B Company is able to step by step develop its business objectives based on market trends in Europe such as customer selection, product and technology development, financial and human resources planning. 6.In the beginning of B Company established, two parent companies had comprehensive consideration about what the most appropriate model of organizational design and role assignment of important duties to B Company is. So during run-in period, the management team of B Company can easily get a close and smooth result, and achieve the successful business goals.

自2008年Youtube熱潮席捲全球之後，以影音分享為主的媒介消費行為逐漸成為常態，在這股集體協作並開放分享的浪潮下，新聞組織亦不免於其外，開始盛行以取材於眾(crowdsourcing)的新聞產製模式增加新聞素材來源的多樣性。電視新聞工作者取用網友拍攝後上傳的第三方影音內容（third party video,TPV）作為新聞素材的一部分，使得眾多使用者生產內容(User-generated content/ produsage)漸成為電視新聞畫面的一大主軸。 本研究欲瞭解電視新聞工作者取用TPV的過程，因此採內容分析法觀察TPV做成的新聞內容，並深度訪談及實際參與觀察以瞭解電視新聞工作者取用TPV的動機、處理素材的方式與新聞查證的過程。研究結果分成兩部分，首先，在取用情況上發現電視台確實大量使用TPV，但超過半數以上的素材難以辨識來源。題材選定偏好具爭議性的內容，而處理素材的方式則以剪接為主。其次，由於TPV的特性使然，電視新聞工作者在查證時容易面臨原始資料不明、消息來源不確定與情境脈絡斷裂等挑戰，而他們通常採取單一查證方式、尋找單一採訪對象，且最常比對網路資料。此外，在需查證的新聞中，僅半數的記者會到現場勘查與採訪。而在取得報導素材後，為規避查證責任，電視新聞工作者經常以白描畫面、翻攝網友留言與重新議題設定等方式作新聞，藉此模糊具爭議性的部份。 本研究因此針對TPV的查證提供若干建議：（1）從第三方的角度客觀觀察，避免淪為有心人士操弄的工具；（2）設法從發文者的字面敘述中或直接從影像中找到可辨識的地點、物件與人物，據此找到當事者；（3）盡力找到消息來源，若無法與消息來源取得聯繫，則應轉而尋找當事者、公正第三方如警察、或是向媒體同業詢問；（4）到事發現場勘查；（5）題材為各種網路傳言時，可請專家以實驗的方式證實。本研究並整理出幾項適用於各種情境的查證原則：質疑優先、詰問必備、資料比對、邏輯至上與經驗輔助。 / Crowdsourcing is an important trend and affects major parts of our lives. More notably, bulk of our news consumption consists of crowdsourced content; these content are what we call third party video or TPV for short. In recent years, we see an increased use of TPV in the Taiwanese media landscape, especially in news reporting and creation. Using crowdsourced content in news presents two major problems: 1. Over half of the TV news today uses crowdsourced TPV. These content often contain controversial materials. These controversial materials are often selected in bid to manipulate its audience. . 2. Due to the nature of crowdsourced TPV, news reporters have difficulties identifying the source of these content. Since more than half of the news reporting today uses TPV, this makes news highly suspicious. Although this research finds that reporters do attempt to verify its sources, these attempts are far from vigorous: new reporters often adopt one of the following ways in order to verify their news sources: cross validating their data using the Internet, remake opinions based on netizens/cyber-citizens or changing the agenda of the news content. In the worst case, news reporters avoid or skip validation of their news sources altogether. This research provides the following suggestions in solving the above mentioned problems: (1) prevention of content manipulation by malicious parties so that consumer of news content are not manipulated or swayed. This ensures that the news presented is unbiased, objective and fair. (2) Verifying TPV can include attempts to find any recognizable location, object, or figure from TPV as tips to trace origin. (3) News reporters can try their best to get in touch with the news sources. If this cannot be done, try to get in touch with unbiased third parties, such as the police force or people same as your profession.(4) News reporters can also attempt to perform on-site investigation may be contributed to find the truth. (5) If the issue is about rumors on the internet, news reporters may consult experts on the subject matter for clarification. Finally, this study summarized essential factors for verification applied in a various situations: Doubting, Cross-examination, Cross validation, logic, and experience.