摘 要 常聽人云:成功的企業家有高瞻遠矚的眼光,能異稟常人,明察秋毫,早得先機。本研究整理內部創業之首要創業精神以及策略管理方面之文獻,提出機會辨識、資源取用以及資產累積等三要素,以構成企業策略創業之演變軌跡。在理論發展上,首先確認電子連接器產之創業機會形式之多元化,而創業機會之辨識能力則是一種環境搜尋與產業覺知的主觀開發與瞭解過程,確認機會存在後,企業必須取用資源以掌握機會。 在認知小規模與新企業制約情況下,強調外部資源開發之重要性,而在企業演化與路徑相依情境思維下,企業資產累積便會影響下一階段之機會辨識與資源取用之創業程序,準此企業內部創業便形成一個既強調創造性破壞與路經依賴之動態成長路徑。 在此一路徑模型引導下,本研究採用比較個案研究方法,探討信音、矽瑪科技等二家企業個案之策略創業路徑,並且解讀其軌跡發展的差異性與共通性。最後討論理論、實務意涵,以及未來研究建議。
Abstract Often heard people saying: successful entrepreneurs have a vision that ordinary people can be intrinsic differences, perspicacious, as early as a head start. Finishing this study, Drawing on the entrepreneurship and strategy literature, this paper develops an alternative framework for analyzing strategic entrepreneurship process. Three electronic connector industry dimensions are emphasized: opportunity identification, resource exploitation and asset accumulation. The paper argues strategic entrepreneurship as a cumulative, evolutionary process begins with opportunity identification which involves environment scanning and industry awareness. Opportunity identification follows by resource exploitation and, under conditions of the liabilities of smallness and newness, entrepreneurs usually mobilize external context of resources to capitalize on potentially technological and commercial opportunities. This entrepreneurial behavior is path dependent, implying that entrepreneurship is shaped by organizational asset and capability that are evolved and accumulative over time. With the proposal framework in hand, the paper adopts a comparative case study methodology to analyze the strategic entrepreneurship process in Two Taiwanese firms – Singatron and Simula Tech. This paper concludes by discussing implications for theory, practice and future research.