主導邏輯與組織慣性對企業回應科技創新之影響: 以國際音樂公司為例

Abstract

全球科技的進步、不斷推陳出新的產品和日益競爭的經營環境，在在都考驗著企業快速與適切回應的能力而這一直是經營者所須關切的議題。本研究從經營者主導邏輯理論與組織慣性的觀念為基礎，探索既有成功企業對於科技創新的回應行為，期能對於企業變革與轉型有所啟發。 本研究採取個案研究的方法，探討企業經營策略背後的主導邏輯，和主導邏輯的影響結果。個案選擇則以唱片產業四大領導廠商之一的華納唱片公司，做為單一個案研究的標的。透過華納歷史資料的觀察，了解華納在實體唱片時代的營運模式、營運事業範疇、組織結構，並配合華納內部經理人的訪談，總結出華納在唱片營運經營上的主導邏輯：完善的版權保護，才能讓音樂授權的模式獲利，以及挖掘具有濳力成為巨星的藝人，為音樂產業中的致勝關鍵。這兩大主導邏輯決定了華納組織結構、組織資源分配，以及新事業的選擇與發展。 研究結果也發現，高階經理人對核心事業經營的經驗累積，成為企業的核心能力基礎，但當環境改變時，主導邏輯很可能無法改變，而影響了企業回應環境適切性。此外，高階經理人在過去越是成功，就越難放棄既有的主導邏輯，而去接受新的主導邏輯，過去的主導邏輯便成為阻礙企業調適與未來成功的障礙，構成核心僵固性，如此組織的慣性將繼續依循著以往的主導邏輯，重複著過去的營運模式。

Facing the rapid progress of technology, constant introduction of new products and often discontinuous environmental change, a firm has to ensure its flexibility and adjustment that fits with external change. In the present research, we undertake theoretical lens of dominant logic and organizational inertia to examine how an established firm responds to external technological changes. Based on a longitudinal case research focusing on one of the major record company, Warner Music Group（WMG, hereafter),we are able to revisit the company’s history, business scope, and organizational structure during the past years. Plus in-depth interview with senior managers, we then inductively conclude some of its dominant logic of management, including their firm believe on the artist as the key success factor in the music industry, and relying upon general music licensing. These two dominant logics determine how the WMG's organization is structured resources are allocated; as well as new businesses are selected. This study suggests that the dominant logic of senior managers is formed by accumulated the past experience in core business. It’s not only a core competence, but also the bases of senior managers make the decision. Due to the face that dominant logic is formed under the previous context, it becomes extremely difficult to change and managers are less likely to respond appropriately to situations where the dominant logic is different. In addition, the more successful the company was in the past, the more difficult it is to forego the old dominant logic and to establish the new one. In other word, the old dominant logic become the basis of core rigidity, which the hinder the company to adapt Implications of and suggestions from the research results are also discussed.