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題名:臺灣創客創業行為與基地經營模式之研究
作者:鍾政偉
作者(外文):CHUNG, CHENG-WEI
校院名稱:國立高雄師範大學
系所名稱:工業科技教育學系
指導教授:朱耀明
學位類別:博士
出版日期:2018
主題關鍵詞:創客創業行為偏最小平方法深度訪談商業模式MakerEntrepreneurial BehaviorPLS-SEMIn-Depth InterviewBusiness Model
原始連結:連回原系統網址new window
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摘要
創客的風潮從美國的教育發展到中國的創業模式;從生活觀察、問題思考、社群討論、動手實作完成到商品化發展,這樣的呈現與演進的過程,將影響著臺灣未來個人、組織、企業、產業乃致於國家競爭力的發展。本研究應用計畫行為理論建立創客的創業行為,並於創業行為模式中,導入專業能力與核心自我評價進行調節,以瞭解創客創業的行為發展。本研究以滾雪球方式進行抽樣,共計回收有效問卷90份,並以偏最小平方法進行資料分析,結果發現,態度與知覺行為控制對於行為意圖有顯著正向影響,而主觀規範對於行為意圖無顯著影響;另外,知覺行為控制與行為意圖對於行為,皆有顯著正向影響;專業能力及核心自我評價對於行為則無顯著的調節效果。另外,再以Osterwalder與Pigneur(2010)的商業模式對創客基地進行營運分析,以歸納出創客基地未來的發展資源條件;此部份以質性研究進行深度訪談,邀訪了10位創客基地的經營管理者、專員及主任,包含民營基地5間、公營基地3間與學術教育基地2間,並以三角檢核法進行效度檢測,輔以內容分析法進行研究結果的歸納。研究發現,創客精神與理念的推廣是現階段重要的工作項目,價值主張的部份有賴於顧客群的自我發現,目標客層的定位以及通路的拓展仍在摸索中,關鍵資源與活動偏向於環境空間的塑造以及體驗活動的辦理,合作夥伴則以材料供應商、學校以及基地夥伴為主,成本結構主要包含人事成本、固定成本與變動成本,而收益流的部份,多以設備使用費、課程學費、活動報名費以及工作坊收入為主。創客的創業行為以及創客基地的經營模式,從分析的結果中得知,都有賴於創客本身的熱情、執著、專注以及資源的掌握能力而存在著,當這些個人因素漸漸消退或滅失時,以創客概念為主的產業類型,將無法永續經營,而必須被迫的退出市場;外部環境的營造與友善、政策導引的支持以及尊重創客創意發想的觀念必須強化,才是健全創客產業未來發展的方向。
Abstract
The trend of makers has evolved from American education to entrepreneurship in China. This evolution, from observations on life, thinking on problems, and community discussion to hands-on implementation, exerts an effect on the development of individuals, organizations, industries, and even national competitiveness. This study adopted the theory of planned behavior to establish the entrepreneurial behaviors of makers and introduced professional competence and core self-evaluation to the entrepreneurial behavior model, in order to understand the behavioral development of maker’s entrepreneurship. This study collected a total of 90 valid questionnaires by means of snowballing and analyzed the data using the least square method. The results showed that attitude and perceived behavioral control have significantly positive effects on behavioral intention, while subjective norm has no obvious effect on behavioral intention. In addition, both perceived behavioral control and behavioral intention have significantly positive effects on behavior, while professional competence and core self-evaluation have no significant regulating effect on behavior. Osterwalder and Pigneur’s (2010) business model was used to conduct an operational analysis of the maker bases in the hope of summarizing the resources of maker bases for future development. In-depth interviews were conducted for qualitative research. The subjects were ten business managers, commissioners and directors from maker bases, which included five private bases, three public bases and two academic education bases. This study conducted a validity test by methodological triangulation and summarized the research results using the content analysis method. This study found that promoting the spirits and ideas of makers is a major working item at this stage. The value proposition depends on the self-discovery of customers. The positioning of target audiences and the expansion of channels are still in the groping stage. Key resources are mainly allocated to shaping the environmental space and holding experience activities. Partners mainly come from material suppliers, schools and base partners. The cost structure mainly includes personnel costs, fixed costs and variable costs, while the revenue is mostly from fee of equipment use, course tuition, registration fees and workshop income. The results showed that both the entrepreneurial behavior of makers and the business model of the maker bases depend on the makers’ enthusiasm, dedication, attention and ability of mastering resources. When these personal factors gradually fade or disappear, the industries based on the concepts of the makers may face challenges and may have to withdraw from the market. It is important to create an enabling external environment, strengthen the support from government policies, and show more respect for the creative ideas of makers, which is the right way for the future development of maker’s industries.
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