企業興業與成長：比較個案研究

Business Entrepreneurship and Growth: A Comparative Case Study

洪世章(Shih-Chang Hung) ； 蔡碧鳳(Bih-Feng Tsai)

《中山管理評論》 14卷1期 (2006/03) Pp. 79-117

https://doi.org/10.6160/2006.03.03

摘要

本研究建立於興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，以構成企業策略興業之演變軌跡。在理論發展上，本研究首先確認興業機會形式之多元化，而興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，本研究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，企業資產累積會影響下一階段之機會辨識與資源取用之興業程序。準此，企業興業便形成一個同時強調創造性破壞與路徑依賴之動態成長軌跡。在此一軌跡模型引導下，本研究採用比較個案研究方法，探討宏碁、神通、聯電、台積電等四家企業個案之策略興業軌跡，並且解讀其軌跡發展的差異性與共通性。本文最後討論理論、實務意涵，以及未來研究建議。

關鍵字

興業精神 ； 策略興業 ； 比較個案研究

並列摘要

Drawing on the entrepreneurship and strategy literature, this paper develops an alternative framework for analyzing strategic entrepreneurship process. Three 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. Resource-exploitation behavior follows and, under conditions of 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 proposed framework in mind, the paper adopts a comparative case study methodology to analyze the strategic entrepreneurship process in four Taiwanese firms-Acer, Mitac, UMC and TSMC. This paper concludes by discussing implications for theory, practice and future research.

並列關鍵字

entrepreneurship ； strategic entrepreneurship ； comparative case study

參考文獻

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