| 摘要: | 2002年，文化創意產業受到國家政府大力扶植，開始成為一項產業發展趨勢；然而，市場雖成長快速，文創企業卻面臨了高度的競爭，在環境如此高度的競爭下，企業該如何有效發展自身的成長策略，成為了一項值得討論的議題。
回顧台灣文化創意產業的相關文獻，大多以文創產業的發展或文創意象為主，然而，卻較少針對文創產業之企業成長策略進行分析；因此，本研究將採取質性研究法之個案研究，比較台灣本土上櫃企業霹靂國際多媒體及華研國際音樂作為個案研究對象，以Teece等學者於1997年所提出的動態能力觀點(Dynamic Capabilities)做為基礎，透過當中所提出之3P架構，分別為：企業組織及管理流程、企業獨特資產定位的形成、企業有效發展路徑進行個案分析，深入探討此兩間公司在發展歷程中的相同和相異之處；研究發現，兩企業都是由家族性企業發展為上櫃企業，發展路徑相似，並發展為多元化國際企業。期許本論文能為學理及實務上提供意涵，並為台灣文創企業公司發展作為一項參考。
As 2002 Taiwan published the project of cultural and creative industry, it became a trend of industries, however, although the market grew rapidly, it face to the compettion more harder over than before. Therefore, it become an issue about ─ how to developing the grown strategies for a firm in the strong circumstance.
In the past of discussed in the research literatures about cultural and creative idustry of Taiwan, mostly about the development, merchandises, image of cultural and creative industry, but less focus in grown strategies of cultural and creative industry’s firm. Nevertheless, this study will take the case study of qualitative research, to compare two Taiwan-based firms ─ Pili International Multimedia Co.,Ltd. and HIM International Music Inc., based on Teece propose dynamic capabilities in 1997, and research through the 3P framework ─Process, position, path, to investigate the difference and same place in their development, analyze how they can catch and manage unique resources, to find out certainly position, new development in different dynamic. More precisely, through this study, the literature review propose propositions, and improving the use of the guide in the league, and by the theoretical framework of the dynamic capabilities, hope can be a reference of Taiwan-based cultural and creative industries firms development. |
