新創科技事業發展階段資源獲取之研究

A Study on the Resource Acquisition in Early Stages of Hi-tech Startups

黃振宇(Chen-Yu Huang)

指導教授 ： 李國瑜

中原大學/商學院/企業管理研究所/碩士(2003年)

https://doi.org/10.6840/cycu200300457

摘要

摘要
科技產業的發展是經濟時代重要的關鍵。近年來隨著科技的迅速發展技術及技術不斷的進步，臺灣產業結構由傳統的勞力密集產業轉型為高附加價值的科技產業，並建立以創新技術為主的產業體系。這樣的轉變使得國內新創科技公司如雨後春筍般的產生，促使科技產業蓬勃的發展。然而科技產業變化迅速且競爭激烈，新創公司不確定因素高。因此，如何使得新創科技事業在創業過程的風險降低，促使科技產業在國內生根，在新創科技事業的發展階段對於資源需求的選擇與獲取的時機上就顯得非常重要。
新創科技事業在前期發展階段，包含概念的形成、公司創立、原型品產出、試量產、量產到損益平衡，可以劃分為導入期、開創期與量產期三個時期。在各時期對於事業發展需要財務、技術、人力與組織各項資源來持續發展與累積形成競爭優勢，而各時期資源的來源有所不同：
(一)在導入期時各項資源極為匱乏，此時期資源需求程度與創業者過去累積的資源有關，在此創業的萌芽階段，技術與財務資源是重點，資源的來源包括內部自行發展與外部市場交易，這個時期無論是內部自行發展或外部市場交易都是透過創業者前期的網絡關係而來。
(二)在開創期時，相對於其他時期歷程較短。由於前期資源累積奠下內部自行發展的基礎，資源重點除了前期的技術與財務資源外，需要人力資源來協助發展，這個時期各項資源來源逐漸由外部市場交易轉向內部自行發展，在技術資源的發展上，如果技術來自於外部市場交易，則取得技術的成熟度愈高，則這個時期可以自行發展；若是取得技術的成熟度較低，則需要與技術來源者共同發展。
(三)在量產期時，除非策略改變或是經營績效不佳必須依賴外部資源 來提昇，否則資源大都是自行發展而來。這個時期，由於產品已進入量產階段，不論是組織或是產能已經較前兩時期擴大，除了前期的財務、技術及人力資源外，另外需要組織資源來提昇經營績效，使得公司後期持續成長與穩定。

關鍵字

資源 ； 獲取 ； 新創 ； 科技

並列摘要

Abstract

Hi-tech business development is the key factor during the economic time. Taiwan business frame transfer from manpower concentration to high add value of hi-tech business with continuous improvement of technique and technical rapid development. Which build up business system by innovate technique. This transformation increase startup hi-tech company more and more. However, hi-tech business is changeable soon and competitive and startups are uncertain. So, how to reduce risk of startups and let hi-tech business grow up in Taiwan are important. Therefore, resources selection and acquisition during development stages of hi-tech startups are very critical.
Hi-tech startups in early stages development include concept formation, company foundation, prototype public, small volume production, mass production and breakeven. That can be separated initial, development and commercialization stages. Stages of business development need finance, technology, human, and organization resource to keep development and accumulation to form competition superiority. The resources of stages come from different ways as follows:
(1) In initial stage, all resources are short. Resources requirement relate to enterprisers’ past resources accumulation. During this stage, technology and finance resources are key to compare with others and those resources come from internal development and external transaction. Both internal development and external transaction are from enterprisers’ network.
(2) In development stage, progress is short to compare with other stages. Because resources are accumulated in former stage, which are basis of internal development, human resource is the key issue except technology and finance resources. During this stage, resources come from external transaction to internal development. If technology come from external transaction and can be commercialized quickly, resources are from internal development in this stage. If technology come from external transaction and cannot be commercialized quickly, resources would be developed with originator in this stage.

(3) In commercialization stage, all resources are from internal development except strategic change or poor business performance. Organization and productivity are lager than former stages in this mass production stage. Company needs organization resource to prompt operation performance except finance, technology and human resources.

並列關鍵字

Resource ； Startup ； Hi-tech ； Aacquisition

參考文獻

Aaker, D. A.(1989),“Managing Assets and skills: The Key to a Sustainable Competitive Advantage”California Management Review,Vol.18,pp.97-106

Amit, R. and P. Schoemaker(1993),“Strategic assets and organizational rent,” Strategic Management Journal,Vol.14,pp.33-46.

Barney, J. (1991),“Firm resources and sustained competitive advantage,”Journal of Management,Vol.17,pp.99-120.

Chatterjee, S. and Wernerfelt,M.(1991),“The link between resources and type of diversification: Theory and evidence,” Strategy Management Journal,Vol.12,pp.23-48

Collis,D.J. (1991),“A resource-passed analysis of global competition: The ease of the bearing industry,” Strategic Management Journal, Vol.12,pp.49-68