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Article Excerpt
Introduction
The knowledge-based economy is different from the manufacturing-orientated information communications technology (ICT) industry or the service industry because it emphasizes knowledge innovation and relies on different modes of production, technology, knowledge, innovation capacity, investment capital, and continuous creativity. The speed of technology innovation and new ideas are the key success factors, since the risks of knowledge becoming obsolete are high. Fast development of new knowledge and innovative technology can accelerate the evolution of existing goods. The speed of production becomes faster as new knowledge leads to formation of new technology. As a result, technologies and products that are rapidly changing will enhance competition among enterprises.
Enterprises will have to adjust their strategies in accordance with the changes in the knowledge-based economy. First, developing innovations earlier than competitors is key for market leadership, and accelerating innovation is necessary for improving time to market. Second, IIS (Innovational Intensive Service, Cheng & Shyu, 2004) is the trend of the ICT industry in the knowledge-based economy; i.e., enterprises leverage market domination through innovative technology and use new service models to develop diversified products, services, and market expandability. Last but not least, the innovation process in the knowledge-based economy is considered pioneering and radical (Shyu, Cheng, & Lai, 2005; Zahra, 1996), and the industrial environment is highly dynamic, hostile, and has low heterogeneity. Hence, enterprises in this environment profit by continuous innovation and diversified products.
The digital content industry (DCI) digitalizes pictures, texts, videos, audios, and data and compiles them as one, which differs from other ICT industries. These digitalized pictures, texts, videos, audios, and data are integrated to become new products or services. Compared with other ICT value chains, the DCI is undergoing rapid changes. Many creative companies and organizations are engaged in the production and distribution of digital content because of the general usefulness of new technologies. These companies are increasingly being used in traditional industries, thus blurring the definition of some sectors (Allen Consulting Group, 2003).
Because the DCI relies on having ample creative ideas and innovation, including content and technology, its profit is created through ongoing content innovation; i.e., the creative companies' need to provide fresh content for catching the interest of the market. Taiwan's government has future policies related to this industry. It has declared that digital content will be the highest value-added and most competitive industry and has identified the DCI as the "star" that is full of potential for Taiwan. There are numerous fields within the DCI, and the niche for Taiwan is discussed in this study. The following topics are divided into four sections: the first topic, to be discussed in the next section, is the innovation and profit chain model; the third section, "Overview of the DCI" will analyze the DCI; the fourth section will discuss Taiwan's DCI's competitive posture in the global market; and the fifth section will conclude these discussions.
Profit from Innovation in the Knowledge-Based Economy
The characteristics of the knowledge-based economy are evolving technology, intensive knowledge-capital input, and continuous innovation. These factors are known to be the crux of industry. Contrasting with the ICT sector, the industry emphasis in a knowledge economy is not cost reduction or scale of economy. Content is the key factor which influences and causes the acceleration of content innovation.
The Paradigm Shift of ICT
Market domination through technology innovation is the goal for ICT sectors in either hardware or software. Manufacturing capacity is the measure for comparison within the ICT sector. The leaders, such as the United States, Scandinavian nations, and Japan, focus their expenditures on research and development (R&D). In recent years, Organisation for Economic Co-operation and Development (OECD) has declared the forthcoming era as that of the knowledge-based economy, and the ICT sector will aim for knowledge capital instead of traditional production factors (OECD, 1996). The digital content industries aim at providing content and continuous innovation, but aim differently with R&D expenditures because of the importance of innovation (Griliches, 1990, 1998; Hausman, Hall, & Griliches, 1984; Hitt, Hoskisson, & Kim, 1997).
According to the British government's definition, DCI's consist of activities that have their origin in individual creativity, skill, and talent, which gives the potential for wealth and job creation through the generation and exploitation of intellectual property. These include the following key sectors: advertising, architecture, art and antiques, crafts, design, designer fashion, film, interactive leisure software, music, performing arts, publishing, software, television, and radio (DCMS, 1998; Drake, 2005).
The status of DCI development reflects the level of the knowledge economy and digitization. The production of DCI involves knowledge and innovation, which are intensive and aesthetic qualities (Drake, 2005). Hence it is not like other ICT sectors' mass production, pursued for cost leadership. DCI also aims at market orientation and customers' needs, which leads toward greater customization. There are many fields in DCI and each one has its own importance. Diversity and uniqueness are characteristics of this industry; hence there is a niche for small- to medium-sized countries, such as Taiwan, Korea, and Southeast Asian countries. Because DCI provides services and products formed from ideas and innovation, the profit model is different from other ICT-manufacturing value chains and will be discussed in the next paragraph.
Service Value Profit Chain
Heskett (Heskett, Sasser, & Schlesinger, 1997) declared that enterprises need to focus on providing stakeholders, such as their employees, customers, investors, suppliers, and others, the greatest value. Focusing on this value will require necessary changes for enterprises. Tying an enterprise to customer needs will make it more responsive to its markets. In addition, giving employees attractive benefits in an enterprise will make them more productive and decrease the costs of employee turnover. The result is a value approach that will result greater effectiveness and profitability.
In the service industry, internal quality management influences the operating performance of services and products, which closely links to client loyalty. To keep market share, enterprises have to offer predictable services or products. DCI needs to have continuous innovation for advancing the quality of their products or services. For example, within the animation area, a good, attractive animation product would strengthen the relationship between customers and employees. Greater customer trust and loyalty creates increased profits, which makes the enterprise more attractive to new investors and expands the market further.
As Figure 1 shows, the service-profit chain emphasizes the internal value which includes the capabilities and distinctive technology resulting in high quality services for satisfying the customers' needs. Increasing the added value of services/products increases the value of output services and keeps customer satisfaction and loyalty high.
[FIGURE 1 OMITTED]
Profit Chain of Innovation
Innovation can be described as providing new services and products through the use of new knowledge, which includes invention and commercialization in creative industries (Afuah,...
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