逆勢拼湊：化資源制約為創新來源

累積資源以建立企業優勢，在現實是不可高攀的期望。當代企業其實只能追求短暫優勢，更多中小企業則是常常身處劣勢，只求謀生之道。當企業資源有限，又受到層層制約，是否還能找到脫困之道？隨創(bricolage)文獻指出，弱勢者如果學會拼湊身旁的資源，仍有可能於制約中解套。不過，隨創理論卻尚未考量，來自環境的制約會讓弱勢者缺資源而不知所措，或有資源拼湊不得。資源少已經不甚幸運，再套上各種制約，對弱勢者更是不幸。所以，分析資源拼湊方式如何解套制約成為當前重要議題。本研究調查一家電視台的戲劇部門如何以有限資源回應制約。理論上，相對於目前文獻提倡的資源拼湊或是資源建構論點，本文則提出另一種「資源轉化」觀點以豐富隨創理論的內涵。「資源轉化」包括識別時機、資源衝突性的權衡組合、資源價值的連動轉變。實務上，本研究提出資源轉化的原則，藉由主動化解制約成為制高點，弱勢者將可找出化阻力為助力的方法。當制約被重新定義時，創意將悄悄浮現，資源的價值可以因而牽動轉變，拼湊資源變得有意義，解套的可能性也呼之欲出。

關鍵字

隨創理論；劣勢創新；資源拼湊；制約；機會識別

並列摘要

Accumulating resources as a way to establish competitive advantage is in reality an unachievable expectation. In fact, modern enterprises could only strive for transient advantage; and more firms often would find themselves in adversity and merely struggle for survival. When firms have limited resources and restricted by various constraints, could they still find ways to turnaround the situations? The literature of bricolage suggests that, if low-power actors learn to making-do with resources surrounding them, it is possible to identify solutions to extricate themselves from the constraints. However, the theories of bricolage have yet to consider that constraints from the business environment will disable low-power actors, as resources are frugal, or hamper them from making-do with limited resources. It is unlucky enough to behold parsimonious resources; it is even more a misfortune when low-power actors are entrapped by constraints. Therefore, an immediate inquiry is concerned with in what ways making-do with tight resources could lead to disentangling of constraints. This research investigates how a Drama Production Department of a television company responded to various constraints with inadequate resources. Theoretically, in relation to current theses on resource making-do and resource construction, this paper indicates an alternative 'resource conversion' perspective to enrich the repertoire of bricolage theory. Conversion is interpreted as identifying opportunities, balancing conflicts in using resources, and embarking on a series of value transformation via resources. In practice, this research proposes principles for resource conversion; by converting constraints into commanding heights, low-power actors could identify how to turn a stumbling-block into a stepping-stone. When resources are in shortage, it is unwise to fight against adversity hastily; rather, low-power actors should observe timing for constraint translation. When constraints are redefined, creative ideas emerge; value of resources could be transformed in series, making-do with resources become meaningful; and resolutions would seem ready to come out at one's call.