衛星頻道業者經營策略與組織架構之關聯性：比較差異化與整合性策略模式
Management strategy and organizational structure: Compare the models of differentiation and integration

李政忠
Li, Jack C. C.

本論文透過訪談與相關商業資料蒐集的方式，探討國內主要衛星頻道集團的經營策略與組織架構的關聯性。研究資料分析結果顯示，擁有較多頻道的業者東森與緯來，兩者不僅在頻道屬性上有許\多相似之處，節目頻道的經營策略也同時傾向差異化模式，而節目部門各頻道在組織架構上的定位，兩家業者也都採取比較獨立運作的模式。相反的，擁有較少頻道的業者，例如三立、中天、聯意（TVBS），所推出的頻道屬性也具有相當高的相似性，都是一個專業新聞頻道與兩個綜合娛樂頻道。此外，三立、TVBS、與八大的節目部門運作方式，都相當著重整合性策略，在節目產製方面都採用製作編組的模式，而不特別區分個別頻道。中天電視台雖然擁有的頻道數也只有三個，但基於其特殊的成立背景，節目部門的運作方式採用的是比較類似東森與緯來的組織定位，兩個綜合型娛樂頻道各自運作，設有個別的製作小組。

The present paper investigates the relationship between management strategy and organizational structure of the major cable network groups. Results show that ETTV and Videoland, both owning more network channels, have a high degree of strategic similarity, in terms of characteristics of network rollout, emphasis on differentiation strategy, and decentralized organizational structure. In contrast, companies such as SETTV, GTV, and TVBS, which own fewer channels, are similar with each other in terms of channel rollout, emphasis on integration strategy, and centralized organizational structure. CtiTV, on the other hand, is a special case. Although it owns only three channels, its organizational structure is more similar to ETTV and Videoland, due to its unique establishment background.

家族頻道，經營策略，組織架構，差異化，整合性

cable network group, management strategy, organizational structure, differentiation, integration

2004.06.24

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2004T6.pdf