企業興業精神與新事業發展之個案研究

An Exploratory Study on Corporate Entrepreneurship in an Established Firm

樂姿岑(Tzu-Tsen Yueh)

指導教授 ： 李吉仁

國立臺灣大學/管理學院/國際企業學研究所/碩士(2005年)

https://doi.org/10.6342/NTU.2005.01668

摘要

企業成長一向是企業經營者所面臨的核心議題，也是策略管理學界重要的研究課題。對於一個大型企業來說，若已處於獲利穩定、同時又處於龍頭地位時，此一問題便格外重要，如何在經營環境快速變化的情形下，不僅維持既有領先地位，同時還能開創新的成長元素，這考驗著企業內部興業活動能力與競爭優勢的延續。
本研究的目的便在針對此一議題，進行探索性的研究，探討企業如何能夠建構內部興業精神的架構，激發成功的興業活動，從而帶動企業的成長。為達此一目的，本研究擬以國內工業電腦的龍頭廠商，研華科技，為研究分析的系絡，以該公司發生的兩個新事業部門發展案例，分析歸納對於前述問題的回應。
透過對於此兩個新事業體個案的歷史發展過程，以及利用歸納法相互比較對照後發現：興業活動是多層面的現象。本研究因據此提出四個觀察面向：策略相關度，所有權與控制權，資源配置，與社會人際關係，以解析企業興業精神與活動。另一方面，母公司成立新事業體之目的，可以歸類成四個目的：未來的獲利性、技術競爭、垂直控制、以及培養核心能耐。母公司在不同新事業體成立目的，必定會在其策略選擇上選定一個適合該目的之興業活動方式，接下來便可以依據其興業活動檢視與母公司的策略定位及技術上之相關程度為何，決定在管理態度上該是對新事業體掌握所有權亦或是控制權。本研究建議新事業體本身若是新創團隊，母公司應減少對於其所有權與控制權的掌握程度，在資源配置的態度上應該較偏向於提供非資金援助，同時要積極強化雙方的社會人際關係，如此作法較能夠促使新事業體存活於市場上，並且未來也能夠整合併入母公司，為母公司創造新一波競爭優勢。

關鍵字

興業精神企業成長 ； 內部創業

並列摘要

Managing business growth has been a central task of corporate mangers and a crucial issue of research in the field of strategic management. Among various issues of growth strategy, corporate entrepreneurship becomes a critical challenge to corporate managers within the context of established firms. Facing hypercompetitive markets and changing technologies, a firm has to ensure that the existing organization can create new elements of growth and hence sustain its competitive advantages. The purpose of this research is to undertake an exploratory study to identify elements underlying corporate entrepreneurship and how these elements can be converted into entrepreneurial activities and hence corporate growth.
Base on a qualitative research approach on two business development projects of a leading industrial PC company, Advantech, we are able to inductively conclude managerial lessons to the research question. As corporate entrepreneurship is a multifacet phenomenon, we identify four critical elements of corporate entrepreneurship: they are the relatedness of business, ownership and control, resource allocation, social relationship. With these four elements in mind, we then identify four major purposes leading toward new business building; they are pursuing future profit, reducing risk of technological competition, enhancing vertical control and sustaining core competence.
Based on this matrix of venturing goals and elements of management, the parent company could undertake contingent approach to different corporate venturing cases. In other words, different venturing goal shall determine the management relationship between the parent firm and the venturing units. More specifically, when the venturing unit is a new startup, parent firm would be better to reduce the extent of its ownership and control, support with non-financial resources and enhance social linkage. It is recommendable to help the venturing unit to build competitive advantage in the market and eventually merge with the parent firm.

並列關鍵字

Corporate Entrepreneurship ； Growth Strategy ； Corporate Venturing

參考文獻

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