商業劇團的永續經營-以兒童劇團為例

Abstract

為了使企業永續經營的大哉問得以連結商業劇團的經營管理，本研究利用《八項修練-企業獲利的永續策略》一書所介紹的八個連貫步驟，包含「了解目前的價值位置、對未來預期、設定永續價值目標、構思創造價值的行動、開發執行案例、掌握價值所在、確認成果並持續學習、建立永續價值的組織能力」，循序與受訪者討論，共同安排問卷問題與答案，再由受訪者逐題選答，希望能形成一個多數人認同的願景，並構思達成的方法。畢竟組織變革是一項不易成功的挑戰，當成員系統性思考組織的活動與功能，並將永續經營目標放在個人或部門利益之前，可說是一個邊破邊立的過程，當破在其中，立也就在其中了。 本研究套用組織管理中的組織介入手法意在激發變革，套用策略管理中策略規劃方法意在形成永續策略，也套用實務上已有許多成功案例的八項修練方法意在消除觀念障礙使資源配置得以校準永續目標，第一步融合表演藝術工作者與本人來自ODM管理環境的看法，每步驟產出25項意見共有200項來自受訪者的建議，此階段等同一種組織的學習；第二步將這些建議交叉比對競爭策略以確定並未脫鉤，發現其中「經營市場」是最被重視的競爭策略。第三步檢視各項建議的積分以了解組織認同度之於永續經營存在有利或不利情形，因此提出41項研究建議，其中有1/3與「改善流程」有關，其他2/3平均分布於「改良作品、經營市場、提升品牌價值、有利的商業模式」。 最後，挑選之於永續經營具有重要性的5個特定議題，觀察組織共識情形，「企業社會責任」與「財務管理」方面頗有改善空間；「人資管理」方面則偏重員工個人職涯成長；「專案管理」方面受到高度認同；「三創管理」方面則針對經營市場與改良作品有不少大膽創新建議。因此本研究共歸納出46項有關永續經營的研究建議，請詳第六章結論與建議內容。

To integrate principles of business sustainability with operational management of theatre companies, this study utilized the 8 consecutive steps laid out in the book How the World’s Leading Companies are Doing Well by Doing Good (including “know current values, set expectations for the future, set sustainability goals, take actions for value creation, develop successful cases, grasp core values, verify successes and learn continuously, and build sustainable organizational capabilities”) and discussed them with interviewees through predesigned questionnaires to form a consensus on industry vision and formulation methods to achieve this vision. Organizational change can prove to be a difficult challenge, and therefore a systemic overview of organizational activities and functions that place sustainability before personal and departmental interests can break down preconceived barriers and facilitate change. This study used interventions techniques from organization management to implement evolutionary organizational change, and strategy formulation techniques from strategic management to set sustainable strategies. We also used the aforementioned 8 steps, which have proved successful in many empirical settings, to remove barriers of preconceived concepts, thus aligning resource allocation with corporate sustainability goals. We began by first integrating the opinions of performing artists and the author’s own opinions of ODM industry management. During this step, much like for the learning process of an organization, we solicited 25 opinions items from interviewees to make a total of 200 opinion items. Secondly, we conducted compared these opinion items with competition strategies to ensure that they were on point. During this step, we discovered that “Market Management” was the competition strategy that evoked the most concern. Thirdly, we reviewed differential scores of all opinion items to obtain organizational consensus of the pros and cons of sustainable management, and proposed 41 suggestions for improvement. Of these, one-third were related to “Process Improvements”, and the remaining two-thirds were spread evenly over “Theatrical Production Improvements, Market Management, Enhancement of Brand Value, and Favorable Business Models”. Finally, we selected five specific topics that we considered to be important for business sustainability and analyzed organizational consensus on these topics. It was found that “Corporate Sustainability Responsibility and Financial Management” had room for improvement, “Human Resource Management” was highly focused on the personal career growth of employees, “Project Management” had high consensus, and “Creativity, Innovation, Entrepreneurship” contained many innovative suggestions for market management and production improvement. In conclusion, we proposed 46 suggestions for sustainable management in the final chapter of this study.