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| 題名: | 非營利組織之危機傳播－以瀝青鴨事件為例 |
| 其他題名: | Crisis Communication of the Non-profit Organizations--A Case Study on the Tarred Duck Event |
| 作者: | 黃雅萍
Huang, Ya-ping |
| 貢獻者: | 非營利事業管理研究所
蘇進強
Chin-chiang Shu |
| 關鍵詞: | 非營利組織;危機傳播;瀝青鴨事件
Non-profit Organizations;Crisis Communication;the Tarred Duck Event |
| 日期: | 2007 |
| 上傳時間: | 2015-08-06 13:26:33 (UTC+8) |
| 摘要: | 任何組織都無法避免危機事件的發生，而危機處理不當輕者可能使組織聲譽及形象受損，重則可能影響到組織的存亡。然，危機也可能是轉機，適當的危機處理可以重塑組織優良形象，促使組織永續發展。 近來，無論是政府、企業或非營利組織都已廣泛了解「危機管理」的意義，而本論文強調的是「危機傳播」。危機管理強調解決危機，使組織回復到正常狀態，而危機傳播首重溝通及形象的維護，尤其是與媒體的溝通。危機傳播可藉助媒體及輿論的力量取得發球權，讓危機迅速解決，但「危機傳播」的過程可能產生「傳播危機」的負面效果，運用時不得不慎。 本論文之研究個案─瀝青鴨事件，肇因於TVBS的報導。而凡危機事件加入媒體的因素，將引起公眾的注目、使危機反應時間縮短，讓危機處理更為棘手。本文以「媒體」對該事件的報導為主，探討傳統產業在面對危機時與媒體的溝通情形及效果。 本研究將TVBS獨家報導瀝青鴨事件視為危機「爆發期」，其他媒體跟進到檢驗報告出爐前視為危機「擴散期」，檢驗報告出爐證明該事件為烏龍一場後之媒體報導視為危機「處理期」，廣泛蒐集期間之TVBS新聞報導內容，並輔以中時、聯合、自由三大報之內容加以比較。此外，以深度訪談方式採訪相關當事人、產業團體顧問出身的立委及致力於監督媒體之非營利組織。 瀝青鴨事件考驗的不只是農政單位、產業團體的危機傳播，引發整起事件的TVBS亦因查證不足而造成電視台的「信賴」危機。本文以資料分析及深度訪談的方式，逐一探討上述三個角色在此事件之危機傳播，期望能做為日後相關組織出現類似危機處理之他山之石。
No organization can be exempted from crises. Crises improperly handled can lead to tarnish of an organization’s reputation and images at the worst. However, crises can sometimes be a turning point. A properly-handled crisis helps rejuvenate the image and promote the sustainable development of an organization. Recently “crisis management” has become a household issue to the government, enterprises, and non-profit organizations. The “crisis management” put the accent on dispose of crises and keep the organization’s image. Nevertheless, this paper focuses on “crisis communication.” It has high priority in interaction, especially to connect with media. Efficient crisis communication can take advantage of media and public opinions and quickly get crises settled. On the other hand, angular crisis communication can result in negative effects. Therefore, crisis communication should be employed carefully. The case study of this research, the Tarred Duck Event, the origin is TVBS news coverage. Any crisis event involving the media inevitably attracts public attentions, which shortens the reaction time and increases difficulties. This paper, mostly investigating news stories on the event, explores how things work and how things work out when facing crises the traditional industry communicates with the media.This paper defines three stages of the Tarred Duck Event as a) the acute crisis stage: TVBS exclusive coverage on the event; b) the chronic crisis stage: other media’s jumping on the bandwagon before the test report comes out; c) the crisis resolution stage: media’s corrective news stories after the test report comes out. A comprehensive collection of news stories is conducted, with those of China Times, United Daily, and Liberty Times as references. In addition, also conducted are in-depth interviews with the persons involved, the lawmaker used to be a rural consultant, and the non-profit organization as a media watchdog. The Tarred Duck Event tested the crisis communication of both government agricultural agencies and industrial groups. TVBS also suffered the trust crisis due to its failure in providing evidence. Employing data analysis and in-depth interviews to examine the crisis communication of the agencies, industrial groups, and the television broadcaster, this paper tries to make substantial contribution to crisis management study. |
| 顯示於類別: | [企業管理學系(管理科學碩/博士班,非營利事業管理碩士班)] 博碩士論文-非營利事業管理碩士班
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