國際公廣集團應用新媒體的社會影響：以英國廣播公司和中國中央廣播電視總台為例

Abstract

數位時代新媒體問世對國際公廣集團構成結構性衝擊。本研究採用傳播政治經濟學視角與個案研究法，對代表獨立公共性的英國廣播公司（BBC）與代表國家意志集中的中國中央廣播電視總台（總台）進行深度比較，旨在揭示體制差異對新媒體策略與社會結果的決定性影響。 BBC因資金緊縮，策略為防禦性生存適應，致力開發「公共服務演算法」以平衡個人化與公共價值。相較之下，總台享國家戰略投資的非對稱優勢，推行「5G+4K/8K+AI」技術，為進攻性體系化擴張，並實現用戶數爆發性增長。 社會影響呈現極端對比，BBC面臨閱聽人「碎片化」與「孤島化」風險，挑戰共享公共領域；總台則利用AI構建「數位迴聲室」實施演算法宣傳，系統性侵蝕公民自主性。國家與集團關係亦然，BBC處於課責制衡下的緊張關係；總台則實現黨媒一體化，平台融入國家數位治理體系，形成功能性戰略夥伴的共生關係。 本研究結論發現，新媒體應用由所有權結構和意識形態目的所形塑。BBC的挑戰為市場對公共性的侵蝕，總台的挑戰為國家權力對資訊及整個集團的全面控制。

The digital era presents a structural shock to International Public Broadcasting Groups. This thesis employs the Political Economy of Communication framework and a comparative case study of the British Broadcasting Corporation （BBC） and China Media Group （CMG） to reveal how divergent political-economic structures determine new media strategies and social outcomes. Structural analysis establishes fundamental differences in funding and mandate. The BBC, representing Independent Public Service, faces financial retrenchment, driving a defensive survival adaptation strategy that focuses on balancing personalization with core public values via a 'Public Service Algorithm.' Conversely, the CMG, representing Concentrated State Will, benefits from the asymmetrical advantage of massive state strategic investment, enabling an offensive systemic expansion via '5G+4K/8K+AI' technology to consolidate ideological leadership. These strategies result in contrasting domestic social impacts. On Audience Agency, the BBC risks fragmentation and 'audience silos,' challenging the shared public sphere. The CMG, however, utilizes AI to create a 'digital echo chamber' that facilitates algorithmic propaganda, systematically eroding citizen autonomy. In State-Media Relations, the BBC is trapped in an accountability constraint where its funding serves as a political lever. The CMG achieves comprehensive Party-Media Integration, transforming its platforms into critical infrastructure for state digital governance and strategic synergy. The study concludes that technology is non-neutral, meticulously shaped by ownership structure. The BBC's challenge is the structural vulnerability of public values to market logic; the CMG's success showcases state power achieving total information hyper-control across the digital public sphere.