| 摘要: | 科技的發展與演進總是超越市場所預期的快速，各項產業面對資訊化的社會都需有效的轉型與升級，無法跟進者終須被替代與淘汰。臺灣音樂產業在科技演進過程，從實體卡帶，CD，至數位串流，科技越提升時間軸不停的持續改變市場與商業模式。當環境變遷已成常態，環境的變化會影響到企業的經營，如2020年全球受中美貿易戰，COVID-19事件衝擊，很多的企業必需要做彈性調整，如何在環境的變化當中，持續建立或改變企業的動態能力是各企業想要迫切了解的議題，因此在這樣的概念之下本資料分析邏輯如資料下所示。
自Teece and Pisano(1994)首次提出動態能力的概念後，兩位學者將動態能力定義為企業整合及重構資源的能力。動態能力的提出，一開始是作為資源基礎觀念的延伸，以說明在變化的環境中動態能力是使企業保持競爭優勢的機制與手段。隨後，Teece等人(1997)又進一步詳細闡述動態能力是企業整合、構建、重構內外部資源以應對快速變化環境的能力，將其作為企業資源觀的拓展。
本研究首先先描述出個案公司不同時期的環境背景，企業如何應對全球市場中找出定位、調整好自己，做出適當的決策，這是動態能力形成之關鍵。由於環境將影響能力，企業如何定義出機會，將組織調整成可因應環境變化的模式並且發展出相應技能的本事，本研究將描述個案公司如何在環境中透過機會、把握及轉換培養其動態能力之過程做出說明。
本研究以質性研究中的單一個案法，採用動態能力作為本研究理論視角，探討音樂產業中具有代表性的風潮音樂個案公司進行探索，企業如何運用動態能力的發展達成轉型並持續具有競爭優勢。
風潮音樂國際有限公司從創立至今己三十多年，如何運用自有品牌能力與環境不斷改變下的因應策略。本研究將個案公司在音樂産業發展過程，在科技演進環境影響分別為實體時期、數位時期、經紀時期三種不同時間軸，探索個案公司在不同時期下動態能力之形成過程。
風潮音樂之所以能夠成功，除了能察覺市場變化之趨勢，並適時調整內部組織結構，並運用技術性及資產性互補的取得。在路徑發展上也如同創業期持續不斷累積先前的經驗。如此不斷的循環形成風潮音樂的企業文化。
The development and evolution of science and technology always surpass the market expectation. All industries need to be effectively transformed and upgraded in the face of an information society. Those who cannot follow the trend must eventually be replaced. In the process of technological evolution, Taiwan’s music industry has gone from cassettes to CDs, to digital streaming. The advanced technology and the timeline continue to change the market and business models. The operations of enterprises are affected by the continuous environmental changes. For example, influenced by the trade war between China and the United States in 2020 and the COVID-19 pandemic, many companies must make flexible adjustments. How to continuously build or change the dynamic capabilities of companies in the context of the environmental changes is a topic that companies want to understand urgently. Therefore, based on this concept, the analysis of this data is shown below.
Teece and Pisano (1994) first proposed the concept of dynamic capabilities and defined it as the ability of an enterprise to integrate and re-construct resources. The proposal of dynamic capabilities is initially an extension of the resource-based view to illustrate that dynamic capabilities in a changing environment are the mechanism and means for companies to maintain their competitive advantages. Subsequently, Teece et al. (1997) elaborated that dynamic capabilities are the ability of companies to integrate, construct, and re-construct internal and external resources to cope with rapidly changing environments. It is regarded as an extension of the resource-based view.
This research first describes the background of the individual company in different periods. How the company finds out its position in the global market, adjusts itself, and makes appropriate decisions is the key to develop dynamic capabilities. As the environment affects capabilities, companies should find opportunities, adjust its organization model into one that can respond to environmental changes and develop corresponding skills. This research describes how the company uses opportunities in the environment to grasp and transform the process of cultivating its dynamic capabilities.
This research uses the single case method in qualitative research and dynamic capabilities as the theoretical perspective of this research to explore how companies can use dynamic capabilities to achieve the development and transformation to keep their competitive advantages with a representative company, Wind Music, in the music industry as an example.
Wind Music has been founded for more than 30 years. The company responded to the changing environment with its own brand capabilities. This research divides the development process of the company in the music industry into three different timelines, namely, physical period, digital period, and brokerage period to explore the formation process of the dynamic capabilities of the company in different periods under the impact of the technological evolution.
The reason that Wind Music succeeds is that it timely adjusts the internal organizational structure, and uses technology and assets to complement each other in addition to being able to detect the market changes. On the development path, the company continuously accumulates previous experience just like what was done in the entrepreneurial period, which forms the corporate culture of Wind Music. |
