| Summary: | 碩士 === 元智大學 === 經營管理碩士班(領導學程) === 101 === Live music performances have become the new source of income in the music industry, with live houses becoming more and more important. But because the missions of live houses are usually different than those of general for-profit organizations, it’s hard to turn the value created by live houses into economic earnings and to make further development. The purpose of this study is to explore the missions, strategies, and organizational development of live houses. The materials are gained from seven in-depth interviews with the founders or leaders of live houses. The results are as follows: First, live houses are more like arts social enterprise than usual for-profit businesses. Live houses’ mission is to provide independent bands with opportunities to give performances and to grow, and thus nurture the local music culture. They don’t aim at maximizing profit, but only to break even or to be self-sufficient. Second, besides providing space for bands to perform, live houses are also involved in other music-related businesses, including music education, music production, and social caf#westeur042#, to accomplish their mission. Third, live houses should strike a balance between commerciality and musicality. With popular singers singing live, the market of live performance is actually of high value. Therefore, if a manager can take advantage of the business practice, he can preserve the music culture and earn a profit at the same time. This study suggests that live houses can adopt other social enterprises’ practice, recruit talents who have business background, and have their own training programs. Through the study, live houses’ managers may have clearer insights into their strengths and weaknesses, and thus better develop themselves in the future.
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