This research aims to investigate the extent to which media organisations in Taiwan apply human resource management strategies and policies to sustain their competitive advantage in a threatening environment. This study argues that human capital is the most valuable resource of media companies. As long as the human resource is optimally allocated and managed, it can facilitate media companies to outperform their competitors, and thus, enable media companies to achieve sustained competitive advantage. The first stage of this research analyses the Taiwanese media industry from a broad perspective. During the development of Taiwan’s media industry, the government and political parties played important roles. The key factors involved in the changes in the environment are examined from political, economic, social, and technological points of view. In addition, this research analyses the human resource management practices adopted by the two leading media groups in Taiwan. One of the groups is the United Daily News group, an old established media company with its interest in newspapers, and a newly established Eastern Broadcasting Corporation (EBC) group which is a multi-media company. Qualitative research approach was adopted as the framework for this research and also to explore and understand the links between specific human resource management indicators and media organisations’ sustained competitive advantage. Two Taiwanese media groups were selected as case studies. The case study approach involved in-depth interviews conducted with management staff and non-management staff, in order to understand the two companies’ human resource management policies and practices. Connecting the study as a whole, there are three important findings: (1) The deregulation which began from the late 1980s has transformed the Taiwanese media industry from a party-state domination to a fiercely competitive marketplace. (2) Consequently, Taiwanese news organisations have shown a greater propensity to pursue commercial performance. As such, in addition to journalists, advertising sales personnel were included in the talent pool by news organisations. (3) The view of human resources as a pool of capital implies a change in the perception of costs in media companies’ human resource management practices. HRM is practised by the two companies in different degree. Taiwanese media companies should pay attention to the different characteristics of their core workers, and maintain their core workers to convey their organisational culture, and achieve their companies’ SCA. In Taiwan, the HRM function had been ignored for a long time due to decades of regulation on new competitors. However, when the media proprietors spent a majority of their capital on the payroll and emphasized that ‘human capital’ is their most important asset, to some extent, Taiwanese media companies perceived HRM as a means to achieve their companies’ SCA. In this regard, Taiwanese media companies should make more effort to develop and nurture the HRM practices and policies which are suitable for the organisation’s unique culture, in improving the outcomes of their human resource investment and in turn providing sustained competitive advantage.

新聞報導是一種語藝的行動或一種說服之過程，也是一種真實的再現，透過不斷的傳播，建構出團體成員對外在世界的共同認知，逐漸成為閱聽人的共同印象。以社會運動來說，新聞工作者往往認為「衝突、對抗、造勢」等戲劇性效果，最具新聞價值，也最能代表社運，因此，媒體建構了社運，同時建構了人們對社運的印象。而以學生為主體的社會運動，因角色的轉換與社會的想像，使得媒體刻意在報導中多了些「保護」與「憐惜」，易產生與其它社會運動不同的報導取徑。 　　本研究以《聯合報》的野百合學運和太陽花學運的新聞報導作為研究對象，透過「幻想主題分析」的研究架構，輔以外在分析，探討單一媒體建構學運的語藝視野是否會隨著時代變遷而有所變化？ 　　研究發現，在《聯合報》語藝建構下，兩代學運呈現迥然不同的語藝視野，野百合學運的語藝視野為「憲政改革眾望所歸」和「民主自由難能可貴」；太陽花學運的語藝視野為「朝野惡鬥國會失能」和「民主之恥民主鬧劇」，並發現學運期間的讀者投書，具明顯的覆誦現象，形成一致的語藝社群，不僅如此，本研究同時驗證了單一媒體在建構不同世代學運的語藝視野，並不會全然產生相同的觀看視角與報導取徑。