A Case Study of Integrated Innovation Model in the Cultural Innovation Industry in Taiwan

A Case Study of Integrated Innovation Model in the Cultural Innovation Industry in Taiwan

Te Fu Chen (Lunghwa University of Science and Technology, Taiwan)
DOI: 10.4018/978-1-60960-129-4.ch008
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Abstract

This research was focused on case study based on qualitative analysis, literature review and depth interview, discussing inner management and external relations in Liuli Gongfang, in order to offer the concrete suggestion of development in the future. In accordance with this case, Council for Cultural Affairs pursues its ideal in the scope of the capability, communicating with each other could obtain the trust and cooperation. From the development and strategy of Liuli Gongfang, it continues to move towards the road of Culture Creative Industries continuously, however, it will be no definite answer in the future. Thus, it will remind the front office to examine both relations carefully, and must consider the actual condition in the future.
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Introduction

Background

Taiwan’s manufacturing sector has found itself in a difficult situation owing to the cost of production factors rising and developing nations catching up fast. It’s no longer enjoy competitive advantage in Taiwan for large-scale manufacturing operations; in order to create new sources of competitive advantage Taiwanese industry needs to adopt the new concepts of the knowledge economy, developing new areas of production where innovative design is the core element. Only then will it be possible for Taiwanese companies to differentiate themselves from their overseas competitors and create more value added.

The cultural and creative industry are emerging businesses in Taiwan. Culture and creation has come to refer to a wide range of economic activities that draw from a country’s culture and creative talent to generate prosperity and employment. Such cultural and creative centers act as channels between industry and government by building paradigms to guide small creative and cultural businesses to work with the government and possibly embark on international business projects. Not only do local businesses obtain business opportunities, but also help spread the knowledge of Taiwan culture abroad. If the cultural innovation industry (Cultural and Creative Industry) can strengthen their creativity and design capabilities and adopt effective business management methods, then they should have great potential. Their development will stimulate the growth of related peripheral industry, thereby boosting overall domestic demand and contributing to export growth. Meanwhile, if fair, reasonable pricing and licensing methods can be adopted in the cultural industry and the art world, and if they can be integrated effectively with consumer goods industry (for example through the laser printing of famous paintings onto scarves and cups), applying digital content technology to culture and creativity, then not only will this be a shot in the arm to the competitiveness of Taiwanese industry, but the resulting growth in exports will stimulate the ongoing development of the Taiwanese economy as a whole. While helping traditional industry to upgrade and transform themselves, the adoption of new information technology will also facilitate the development of new industry and the creation of new employment opportunities, breathing new life into Taiwanese industry.

In 1995, the Council for Cultural Affairs proposed the concept of “Developing Cultural Industry, and Bringing Culture into Industry” in the Conference on the Cultural Industry. This “Cultural Industry” concept later became the core idea of “Community Development” in the nation. Under the impetuses of globalization and technological advancement, a new economical model that centers on “Creativeness” has been formed, which we call the “K-Economy” (Knowledge-based Economy), and the idea of “Think Globally, Act Locally” has become the mainstream concept in the twenty-first century. To get closer to the source of this vibe, the government officially listed the “Culture Software” – the “Cultural and Creative Industry” – into the “Challenge 2008 National Development Plan” in 2002.

The rehabilitation and reuse of culture assets were exerted a tremendous influence by the government. Since Executive Yuan started to promote the policy of “Challenging 2008: The Focal Point of National Development” in 2002, the “Culture” and “Industry” has been combined in the thinking of Culture Creative Industries as its target. However, the government will have its difficulties while promoting some aspirations, and it will need an intermediary to go for management and carry on planning, then Non-profit Organizations can become the media of combining the government and Culture Creative Industries. Cultural Creative Industries are plural, complicated commercial specialties. As Culture Creative Industries are operated by Nonprofit Organizations, will they stand for the mission, or follow the market? How can they pursue the wave on the market, but don’t betray their soul, then strengthen sustainable development.

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