| Summary: | 碩士 === 國立政治大學 === 經營管理碩士學程 === 93 === The public sector plays a prominent part as the primary funding channels for performing arts groups as well as appeals to the private sector for joining the funding game. Limited funding resources have proven to be challenged for numerous fund-seeking applicants. The resource providers (public and private funding sectors) have been known to take on a passive attitude—accepting, assessing and allocating sent applications. This traditional interaction frequently adapts the “more dividers, less grant” model. In turn, performing arts groups spend more time circling different funding departments, in search of the best funding combination to meet their needs.
This long-adopted method has caused low efficiency on both the funding providers and the funding seekers. Both parties rarely exchange their resources and even when do so, rarely are both parties satisfied with the mode of exchange. Taking the view of social marketing , this exchange pattern not only results in transaction costs, resources are left ineffectively integrated and therefore fails in reaching the best social beneficiary. Foreseeing hazardous future in funding, public sectors, enterprises and performing arts groups are jumping to find best applicable measures to resource integration.
Seeking venture capitals to invest in nonprofit organizations. Weighing through strategic management and invest in the chosen organization to create high social rewards is “Venture Philanthropy”. This study hypothesizes Venture Philanthropy can be exercised on performing arts industry and based on this hypothesis, the study will discuss the feasibility of performing arts groups accepting Venture Philanthropy. Venture Philanthropy actively seeks investment target which not only participates in capital for the long run, but also puts forth human resources and other related assets. Investors must ask for the achievement of the assumed goal and the feeback of values and profits.
In-depth research in literatures, seminars of administrators in performing arts groups, simulating panel selection with prospective invested candidates, this study finds Venture Philanthropy module is conditionally accepted by performing arts groups. Under the premises that investors trully respect artistic originalities , Mode of Venture Philanthropy provides a systematic investing frame and by increasing the efficiency of applied resources, highly beneficial results are introduced to the society. The module allows potential arts groups to be actively sought out in need time and become key investments. This boasts another strategic opportunity outside the traditional interaction between performing arts groups and funding sectors. In conclusion, it is highly suggested that a certain percentage of the existing resources can be released as Venture Philanthropy module to amplify deserving and potential groups .
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