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題名:整合的公司創業動態模型:以綠能科技為例
作者:梁奕忠
作者(外文):I-Chung Liang
校院名稱:國立東華大學
系所名稱:企業管理學系
指導教授:蔡裕源
彭玉樹
學位類別:博士
出版日期:2009
主題關鍵詞:創業團隊能力轉移創業成功動態能力公司創業精神entrepreneurship teamdynamic capabilityventure successcapability transferencecorporate entrepreneurship
原始連結:連回原系統網址new window
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當代多數創業管理學者認同創業是一個涉及多個構面與跨越多個分析層級的複雜過程,機會與團隊則是創業研究的核心。雖然過去已經有部分學者透過不同的觀點建構公司創業精神的理論模型,然而大多偏重單一構面與單一分析層級,也未能凸顯創業精神的獨特構面以及描述公司創業的能力轉移現象。本研究以Timmons(2004)的創業過程模型為基礎,以機會、資源與團隊為主要三構面,結合能力生命週期的概念,建構一個整合的公司創業動態模型,用以描述公司創業下,母公司對新創事業的影響,以及領導者與創業團隊對公司創業能力的影響關係。本研究透過理論抽樣(Eisenhardt, 2007)分析單一成功個案,藉由個案資料的啟發與理論的對話建立一組命題。研究結果發現,企業應慎選公司創業領導者並且給予充分的信任與支持;協助公司創業領導者了解企業內部資源分布情形與資源的特徵;重視創業團隊成員的異質性與異質性的維持;注重創業團隊成員之間的關係與團隊成員本身之組織內外部人際關係;對於公司創業團隊的活動不過度干涉、不輕易追加資金、重視新創公司的長期績效。
Most scholars in the field of contemporary entrepreneurship agree that entrepreneurship is a longitudinal phenomenon with multitude dimensions and across multitude levels; opportunity and teamwork are the core constructs of entrepreneurship. Although theories of contemporary corporate entrepreneurship all have their unique points of view, they are mostly mono-dimensional and provide mainly a unitary analysis, which in turn fail to highlight the unique dimension of entrepreneurship and the phenomenon of capability transference of corporate venturing . Timmons (2004) provides a model of entrepreneurial process, which holds that new venture creation is a highly dynamic balance process among entrepreneurial opportunity, entrepreneurial team and resources. The present research takes Timmons’ Mode as the foundation and combines the concept of capacity lifecycle, and develops an integrated dynamic model of a corporate venturing. The model articulates the relationships of capability transference between the parent company and the start-up, as well as the relationship among three levels: the leader, the team and the head office. This article revises the model by means of a case analysis. We suggest that an enterprise should choose the leader carefully for the start-up, give s/he the full trust and support, and help s/he to find out the distribution and characteristics of the resources within the enterprise. The head office should pay more attention to the heterogeneity of the team members’ capability and maintain the heterogeneity. The head office should also think highly of the relationship between the team members and their relationship with others within and without the organization. The head office should not intervene in the operation of the start-up, should not supplement capital too easily, but should pay attention to the long-term achievement of the start-up.
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