動態網絡與新創企業資源能力建構之個案研究

A Case Study of Dynamic Network and Resource Construction for New Ventures

許瞻桂 ； 楊怡軒 ； 陳宜佳 ； 王秋華 ； 楊昇樺 ； 曹嘉伶 ； 鐘沛帆

《國立屏東商業技術學院學報》 13期 (2011/08) Pp. 239-266

摘要

本研究以質性方法探討新創企業如何藉由網絡關係以累積資源基礎，以及早期網絡與後期網絡之特徵有何不同。以一新創公司為研究對象，經由訪談高階管理者探討其網絡關係與成長的過程，進而推導研究命題並歸納本研究觀念架構。結果發現，新創企業成功有賴良好適切的網絡關係以確保取得各階段所需之資源與能力，包括初期網絡的建立以及配合階段性需求而調整合作伙伴；其中創業者創業前的關係會影響創業後的網絡建立，初期網絡以人際網絡為主、積極主動向外尋求、角色較為依賴成員；後期網絡逐漸走向正式之組織網絡，且因資源能力提昇，外部組織前來尋求建立關係之機會提高，新創事業因談判力提高而可選擇合作對象。透過網絡取得資源和正當性、成長後進一步擴大網絡關係以建立更穩固的資源基礎是新創企業的首要策略，尤其與重要資源提供者建立並維持良好關係更是中小企業成長的優勢條件。此外，創辦者的關係能力越強、網絡的整合程度越高，新事業績效愈佳；擁有核心能力的新創企業可運用供應網絡（委外代工）的方式以少量資源迅速擴大規模，核心能力的自我培養、運用與保護是新創事業成長的關鍵。

關鍵字

動態網絡 ； 新創企業 ； 資源建構

並列摘要

This qualitative research has focused on how new ventures accumulate resource base through cooperation network and on the different characteristics between earlier and later networks for new ventures. A new venture company was chosen as the sample case and it's high level executives were interviewed. Research propositions and conceptual framework were induced. The findings indicate that in order to obtain the instant resources, to keep appropriate network operations is indispensable for new ventures. Network partners should be rearranged to meet different stage's needs. The previous relationships of the founder would influence the network building after the venture started the business. At the earlier stage, the new venture's networks are characterized by human relationship; the new venture actively seeks for external relationships and relies more on network members to develop the business. As to the later network relationships, it moves ahead gradually to formal organizational network. As the resource base enhanced, the new venture would attract the related firms for cooperation and it can select the partners. Obviously it's an important strategy for new ventures to utilize networks to gain resources and legitimacy, and then further expand their networks to build strong resource base. It is especially advantageous to SME's growth if it can build relationships with critical resource providers. Moreover, the better the founder's networking capability and the more integrated the network is, the better the new venture's performance will be. New ventures with core competence can make good use of networks like outsourcing strategy to enlarge their scales quickly with minimum resources.

並列關鍵字

dynamic network ； new venture ； resource construction