A Study of the Model of Technology Transfer in Sports Commodification —— An example of Chinese Taipei Volleyball Association, Chinese Professional Baseball League and Professional Golfers’ Association of the Republic of China

• Main Authors: Wei-Cheng Chueh, 闕維正
• Other Authors: 高俊雄
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/48844957799571419429

碩士 === 國立體育學院 === 體育研究所 === 91 === Commodification is a growing trend in today’s sports industry. Sport is no longer defined as purely competitive physical games but a core source of value establishment. Sports commodification provides for the permanent development of the sports industry and thereby attracts more participants. In the world’s developed countries, the sports activities, which play an important part in the society and contribute greatly to the economy, are considered an important industry sector. In the past, technology transfer has only been widely applied among the industrial sectors. Lately, due to the change of worldwide economic scenario, sports are being commodified as the object of trading, generating values by itself. Therefore it is important to introduce the concept of technology transfer into sports organizations to synchronize with the world and to stay competitive. This study was to explore the present situation of sports commodification in Taiwan. The subjects were the Chinese Taipei Volleyball Association, Chinese Professional Baseball League and Professional Golfers’ Association of the Republic of China. Interview and content analysis were adopted for this research in view of the relevant theories. The findings were concluded as follows: 1. Sports industry being unique in its professional and management style, experiences from other industries can hardly be applicable to its outcome of employing new technology. The main resource of technology and information came from organizations of the same type. 2. Technology transfer in professional sports, internal R&D takes the central role assisted by external instruction, while in non- professional sports, external instruction is prior to internal R&D. Hence experience and knowledge are the biggest intellectual capital here. 3. Length of the game and the size of market affect the sales and development of peripheral products. Combination added to the depth and width of product variety, generating higher value and more advantages in the market competition. 4. Factors in technology transfer in sports commodification include: (1) Internal factors: experience, language ability, capital, attitude, star players (2) External factors: market mechanism, economy, policy, industrial environment, cultural difference. The degree of effect relies on the time and level of commodification as a whole. 5. Technology demands differ according to the life cycle of specific sports games. The difference hampers standardization of the technology. 6. As the organization develops further, it no longer relies on technology from other industries, and will gradually establish an innovative mechanism of management skills, marketing strategies, negotiation methods, and rules of its own. 7. Some technology applies to the model of spiral of knowledge, especially the service improvement for the game. As to the professional know- hows, like positive equity transfer and marketing partnership with mutually beneficial goals are normally passed on by the master- disciple system. Knowledge and skills are obtained through observation, imitation, and practice instead of pure verbal instructions.