推動員工內部創業之研究－ 以再生能源業者為例

本研究之研究問題為：因應以再生能源為主業之個案公司的未來成長策略，在資源有限的情況下，個案公司應該如何設計方案來有效推動員工內部創業？本研究整合文獻和兩個案例企案經驗、深入訪談三家企業之內部創業內容及個案公司之情況，以及研究者對個案公司內部創業成長的構想，提出了推動個案公司之內部創業未來發展辦法的建議。為推動個案公司員工內部創業，本研究提出十三條與下列因素相關的辦法：新產品或者新的服務項目；人才挑選；設計具體的內部創業制度；培育員工一年創業計畫，成為內部創業家；創業資金由母公司持有80%，另外20%由創業人才每股以十元來認購；母公司運用銀行良好的關係，協助創業者創業貸款，幫助創業者解決資金的問題；導入企業資源規劃（ERP）系統；分配利潤機制；母公司資源共享；藉助於母公司的品牌形象來發展業務；藉助於母公司的業務資源；簽訂書面契約；建立良好的組織制度合作關係；創業失敗之後的清算以及員工之退路。個案公司未來推動內部創業讓企業多角經營，培育更多創業人才提升企業競爭能力，朝向永續方向前進。本研究提出之推動員工內部創業辦法，除了供個案公司使用外，也期望對其他的業者有參考的價值。

關鍵字

員工內部創業；再生能源業者；內部創業驅動模式

並列摘要

The research question of this study is：in response to the future growth strategy of the case company with renewable energy as its main business, under the circumstance of limited resources, how should the case company design a plan to promote the employee intrapreneurship effectively？This research integrates the literature and the experience of two case companies, in-depth interviews on the content of intrapreneurship of the three companies and the situation of the case companies, as well as the researcher's conception of the growth of intrapreneurship in the case companies, and proposes ways to promote the future development of the intrapreneurship in the case companies. In order to promote the internal entrepreneurship of employees of the case company, this study proposes thirteen measures related to the following factors: new products or new service items, talent selection, design of specific intrapreneurship systems, cultivating employees' one-year entrepreneurial plan, and becoming an internal entrepreneurial plan. Entrepreneurs and start-up funds are held by the parent company 80%, and the other 20% are subscribed by entrepreneurial talents at ten NT dollars per share. The parent company uses the good relationship with banks to assist entrepreneurs with the start-up loans, help entrepreneurs solve capital problems, import Enterprise Resource Planning（ERP）system, profit distribution mechanism, parent company resource sharing, development of business with the help of the parent company's brand image, with the help of the parent company's business resources, signing a written contract, establishing a good organizational system for the cooperation relationships, liquidation after the failed startups, and employee retreats. In the future, the case company will promote the internal entrepreneurship to allow the company to operate in multiple directions, cultivate more entrepreneurial talents, enhance the competitiveness of the company, and move forward in a sustainable direction. The method proposed in this study to promote employee intrapreneurship is not only used by the case company, but also expected to be used by the other industry players.