| Summary: | 碩士 === 國立臺灣藝術大學 === 藝術管理與文化政策研究所 === 100 === The purpose of this study was to determine the available resources of Digital Art Center, Taipei (DAC) and its utilization so as to analyze its operational strategies. The present study discussed the concept of resources and subsequently employed a qualitative approach which consisted of literature review and in-depth interviews. The study first explored the founding background of DAC and the role which it plays. Subsequently, using the Resource-based Theory, the internal resources of DAC were analyzed to understand its core resources and competitive advantages. This was followed by using the Strategic Posture Analysis Method to analyze programs carried out by DAC. Furthermore, discussion of DAC’s operation management since its foundation up to December, 2011 was conducted. Finally, recommendations were made accordingly to facilitate the future development of DAC.
The findings of the present study are as follows:
1. DAC serves as an integrative platform of resources from the industry, academia, and the government as well as a research and development center. The purpose of DAC lies in the “research and development, experimentation, creation, and incubation” of digital art.
2. Current resources of DAC include tangible assets, intangible assets, personal competence, and organization ability. Intangible assets are a competitive advantage for DAC in the short-term while individual competence and organization ability are seen as long-term competitive advantages. It was discovered that individual competence and organization ability are resources DAC could tap into to improve organization development.
3. Services or programs offered by DAC falls under seven categories while the hallmark of DAC is to develop digital art and to serve professionals and the general public. DAC self-organizes and also cooperates with other institutions to run its programs. Its organization is small yet flexible while its members work closely with each other to build internal relationships and to forge external alliances. DAC also endeavors to expand its influence outside of its current location, Taipei, through the Internet. The competitive advantages of DAC include its intangible assets, competence, as well as the opportunities for development generated by current policies or the environment.
4. Recommendations for DAC after analysis of its operational strategies are seven-fold. They include building up discourse on digital art, conducting research of DAC visitors to carry out targeted marketing, sustaining its alliance-building model, upgrading its on-job training program for employees and volunteers to attract more talents, improving marketing and promotion, increasing financing through team projects, and tapping into the reputation of Digital Art Festival Taipei to boost exchange.
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