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中小企業創業建構歷程之研究

The entrepreneurial process of new venture

作者:蔡易靜
畢業學校:國立中山大學
出版單位:國立中山大學
核准日期:2004-07-09
類型:Electronic Thesis or Dissertation
權限:Copyright information available at source archive--National Sun Yat-sen University....

中文摘要

本研究以創業機會的角度,來觀察新創企業在創業建構的歷程,如何在模糊的情境裡找到機會?在發現機會後,又會從事什麼樣的行動去利用發現到的機會?創業家在過程中又是扮演什麼樣的角色?根據逐次分析研究個案之結果,歸納出以下之結論:
1.創業環境乃是充滿著高度隱晦與複雜的現象,有些創業的機會,並非一開始就可清楚看到,而是必須經過持續不斷地進行探測行動(exploration),才會發掘到機會。
2.在發現機會後,新創企業必須抓住機會,才會為公司帶來獲利,即需透過不斷地進行利用開發行動(exploitation),漸進地累積企業資源與強化企業能耐,進而創造企業之競爭優勢。
3.「探測(exploration)」和「開發(exploitation)」兩項行動會因目標的明確與否,形成「游擊式(guerilla)」、「散兵式(undisciplined)」、「系統式(systematic)」、「自治式(autonomous)」四種行動類型,且在不同的情境與行動類型下,創業家扮演著不同的角色:「領袖(chief)」、「導師(mentor)」、「教練(coach)」、以及「君主(lord)」。無論採用哪種行動態勢,均應需先對外部環境與內部資源進行風險的評估,方可避免錯誤的發生與降低失敗的風險。

英文摘要

This study probes into the process of new venture establishment from the perspective of entrepreneurship, such as discovery of entrepreneurial opportunities to actions taken to maximize the returns from these opportunities. Furthermore, the role of the entrepreneur in the process is also analyzed. The findings are summarized below:
1.In an ambiguous entrepreneurial environment, opportunities are not always clear from the beginning. Thus, new venture must take the exploration action to find new opportunities.
2.After the discovery of new opportunities, it must take the exploitation action to maximize return from these opportunities to create wealth, i.e. the gradual accumulation of resources to ultimately form its competitive advantage.
3.Both the exploration and exploitation actions can be further divided into different tacit strategies: systematic, guerilla, undisciplined, and autonomous tacit strategies. In addition, an entrepreneur has many different roles: chief, mentor, coach, and lord. However, no matter the actions taken, all new ventures must first perform risk assessments, from its internal resources to its external environment, before taking any actions in order to minimize failures.


召集委員 - 陳以亨

指導教授 - 蔡敦浩

委員 - 方世杰


 

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