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非營利組織進行社會行銷過程，透過媒體將訊息傳播給社會大眾，使民眾或捐款人強化對非營利組織的印象和了解並加以信任，因此與媒體關係之良性互動實為重要。本文採用「深度訪談」質化取向之研究方法，對三個服務外籍配偶基金會之高階主管進行訪談，包括：台北市賽珍珠基金會、伊甸基金會以及天主教善牧基金會，並訪談電視媒體主管，探討非營利組織與電視媒體互動關係。 研究發現分為： 一、非營利組織與新聞曝光的關係 (1)媒體曝光影響捐款收入與組織形象；(2)非營利組織服務對象特徵影響媒體曝光。 二、非營利組織公關部門組織描繪 A.組織制度面：(1)三組織無稱為「公關」的部門，但都有類似功能的單位；(2)廣宣人員流動率高，不一定有新聞相關背景資歷；(3)與電視媒體的接觸頻率少，但有固定作業流程；(4)授權區域主管發布新聞；(5)人人公關策略，彌補公關組織之不足。 B.財務基礎面：(1)公關部門幾乎沒有編列預算；(2)提供「資訊津貼」便於記者採訪；(3)尋求企業資金協助；(4)與媒體合作擴大報導效益。 C.文化資本面：(1)組織人員熟稔相關資訊與議題，有助於建立權威與可信度；(2)知名人士代言，增加可信度、話題和曝光率。 三、電視媒體的守門機制 A.電視媒體採訪流程與組織因素：(1)多為「由上而下」指派採訪；(2)守門人主宰新聞採訪與播出；(3)電視媒體組織特色；(4)內外部因素影響新聞產製。 B.新聞取捨標準與偏愛：(1)具吸引觀眾、提高收視率之新聞；(2)畫面張力佳、易處理的新聞；(3)動人的個案故事；(4)曝光率高、知名度高的組織；(5)社會氛圍影響新聞議題。 四、非營利組織與電視媒體之互動關係 A.主動接觸媒體：(1)非營利組織與電視媒體常態下為「交換關係」；(2)彼此有需要而接觸時，發展成「合作關係」。 B.被動回應媒體：(3)處理危機事件，易形成「對立關係」。

電視談話性節目的製播，在台灣的媒體生態圈，儼然成為主流，播出時間與影響力大幅提升，各種類型談話性節目順應而生，其中探討財經議題的談話性節目近年來受到觀眾歡迎且廣泛討論，由於學術界探討談話性節目均以政治議題做為主要的訴求，少有研究針對財經議題來深入了解，本研究以財經談話性節目為主要的研究背景，給有意投入此領域之人員有效掌握財經談話性節目之關鍵要素。 本研究取用財經談話性節目實務運作所含蓋之元素，進行基本要素之整理、歸納，並分析財經談話性節目相對應之指標，採用修正式德菲法，整合連結性高之專家、學者與從業人員，取得專家們一致認可之關鍵要素，並透過因素分析來擬定財經談話性節目的關鍵要素為何。其中包含： 壹、 來賓專長區隔 貳、 題材緊扣社會脈動 參、 主持人具場控能力 肆、 時段安排適切 伍、 主持風格明確 / Production and broadcasting television talk shows Taiwan’s media ecosystem , has become mainstream, significantly enhance the broadcast time and influence,adapt to all types of talk shows conform born , which examines issues of Finance talk shows in recent years by the audience and widely discussed , as talk shows are in academia discuss political issues as the main demands of the few studies to gain insight for Finance issues , this study Finance talk shows as the main research background , to intentionally put into this area of Finance personnel to effectively grasp the key elements of talk shows . This study was drawn elements Finance talk shows practical operation of the covers , the basic elements of the sort , summarize, and analyze the Finance talk shows the corresponding indicators used to repair a formal Delphi method , the integration of high connectivity experts, academics and practitioners, to obtain the key elements of the experts unanimously approved , and through factor analysis to develop what are the key elements of Finance talk shows. Which contains: 1.The guest specialty segmente 2.Closely linked to the pulse of the subject matter 3.Host a field control capability 4.Appropriate arrangements for air time 5.Clear TV host style

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。