Abstract At present, the pervasion of cable television (CATV) is over 85% in Taiwan, so that the digitalization of CATV has brought an important influence to the Taiwan television industry. The purposes of this study are to explore the key factors of influencing digital cable television (CDTV) user¡¦s adoptive behavior by technology acceptance model (TAM). An extended TAM incorporating the notion of compatibility, trialability, observability, habits and network externality. Collecting data form one CDTV operators by convenience sampling. This study found that compatibility, trialability, observability, habites are directly positive to the perceived usefulness and perceived ease of use, whereas, the network externality was negative to perceived usefulness and perceived ease of use. In addition, network externality, perceived usefulness and perceived ease of use were directly positive to the behavioral intention to use. This study suggest that CATV operators could especially regard for providing ample and quality digital content and beta test of CDTV and making the CDTV simple to manipulate, while promote CDTV.

數位科技雖然是政府與產業所體認的技術發展趨勢，各國政府也都積極以硬式導入或發展數位內容來逐步推廣，這些努力的確在社會大眾間引起很大的注意，但任何科技的推動皆須有賴市場的回饋才得以持續，所以在推展過程中，外在環境的角色，與企業內部策略的擬定都會對整體數位電視的價值鏈發展產生影響。因此當大家都把目光放在數位電視發展未來的遠景時，過程（Process）中的衝擊與契機卻是需要及早發掘與因應的。 本研究以「價值系統（產業價值鏈）」與「五力分析」為理論架構，套用於有線電視數位化過程，以發展出本研究研究架構，以此觀點蒐集相關資料、擬定問卷主軸與規劃訪問對象，然後分別從產業價值鏈來進行有線電視產業的內部分析，以五力分析來觀察外部環境態勢。 研究結果發現雖然研究中所觸及的相關組織或單位都對數位化抱有很大的期望，但彼此對數位化的認知卻是存在不同的歧異，因此本研究的分析與建議正可答覆業者這方面的遲疑與卻步。以本研究所聚焦的有線電視頻道經營者與系統業者來看，對頻道業者而言，未來發展與其說是朝向「數位內容產業」，更確切地說應該是新興「文化創意產業」的數位化，應該加入更多對社會與文化的認同與規範，如果還是落在「產業」的概念來推動，過多的政經角力最後將又是另一個畸形的電視生態；對系統業者，市場的接受度是科技發展的根本問題，對消費者的重視畢竟才是長遠發展的基礎，就算免費推廣機上盒，裝到每個家戶中，但真正的內容與營利模式才是必須審慎評估的，不然最終消費者與業者還只是執著於前段免費頻道的多少與質量，並沒有感受數位化的好處。 / Although the government and private industry regards digital technologies as mainstream in the future and in both the developed and developing countries digital television have been spread by the promotion of the digital receiver and content, the success of new technologies depends on the adoption and response of the market. External environment and internal strategies related with market both affect the development of digital television value chain. Then we should not only put emphasis on the vision of DTV, but also dig out the impact and moment to the industry and find the solution during the digitalization process. The analytic concept of this survey is based on Porter’s “industry value chain” and “five force analysis”, with which the framework of the dissertation combines cable digitalization. According to the framework, researcher searches and collects relevant data, sets up the questions and interviewees of in-depth interview, analyses the changes of cable television industry value chain and observes the transformation of competitive atmosphere. In the conclusion, different managers and authorities that have had expectation towards DTV possess different perspectives in digitalization because of the lack of understanding. So the suggestion and analysis caused by dissertation responds to the doubt and hesitation of the industries. As the cable channel operators, they need to transform into digitalized “cultural creative industry”, not “digital content industry”. The difference between both industries is the addition of the culture that imports more identification and features from society. Moreover, the channel operators should redefined as content provider fitting in with all the channels, like MOD, DTTV, DBS and so on. From the point of view of cable distributors, customer relation management (CRM) will be the most important and difficult work. The distributors need to find out how to communicate with consumer what the benefit of digital television is as soon as possible.