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    題名: 企業內部創業歷程之研究―以A公司為例
    An Empirical Study of Intrapreneurial Processes of Business Enterprises：A Case Study of Company A
    作者: 陳儀
    Chen, I
    貢獻者: 吳豐祥
    Wu, Feng-Shang
    陳儀
    Chen, I
    關鍵詞: 內部創業
    創業導向
    企業創業
    系統動力學
    系統性思考
    商業模式創新
    Internal entrepreneurship
    Intrapreneurship
    Intrapreneuring
    Internal corporate venturing
    Corporate entrepreneurship
    Corporate venturing
    Entrepreneurial orientation
    System dynamics
    System thinking
    Business model innovation
    日期: 2020
    上傳時間: 2020-03-02 11:35:28 (UTC+8)
    摘要: 企業往往會利用創新來回應外部動盪環境的變化並提升競爭優勢，其中內部創業是其創新管理上很重要的方式。科技產業的環境尤其變動特別快速與劇烈，此特性會激發企業更加重視創新與內部創業，特別是擁有豐富資源的大型企業。
    過往企業內部創業的相關研究，大多數著重於企業對於內部創業的策略性用途、內部創業與組織環境之關係、內部創業為企業績效所帶來的影響、內部創業成員的互動情形與內部創業的成功關鍵因素等議題的探討。甚少就內部創業過程的複雜性與動態性進行深入的研究。緣此，本研究特別採用系統動力學的研究取向來分析企業內部創業的複雜過程，並選擇國內的一家著名科技公司，做為深入研究的對象，詳細探討該公司內部創業的過程、事件、以及背後的關鍵影響因素。
    本研究所得到的主要結論包括：
    1. 集團支持下的內部新創公司會受到創業導向氛圍的影響，而選擇進行再次內部創業。
    2. 集團支持下的內部新創公司之後續內部創業的順暢與否，會深受高階管理者支持程度的影響。
    3. 集團支持下的內部新創公司會善用商業模式創新對產品及服務創新、製程創新的引導，以提升獲利能力並達成長期的策略目標。
    4. 集團支持下的內部新創公司會考量組織成員的態度與行為來決定是否要再次進行後續的內部創業。
    5. 集團支持下的內部新創公司會透過產品及服務創新、製程創新、與商業模式創新三者所產生的綜效，與公司內部的創新氛圍、思維來引領公司長期的發展方向。
    本研究主要的學術貢獻，除了研究上特別採用系統動力學來探討內部創業的動態及複雜過程之外，也引導出「內部創業的內部創業」之新概念。最後本研究提出一些實務上與後續研究上的建議。
    Internal entrepreneurship is an important way for innovation management. Enterprises use it to respond to the external turbulent environment and enhance their own competitive advantages. The industrial environment of the high-technology industry is particularly changing rapidly and violently. Such industrial characteristics will prompt companies to pay more attention to their own innovation management. Therefore, many companies will conduct internal entrepreneurship to innovate, especially the large enterprises with rich resources.
    In the past, the related research scope of internal entrepreneurship is mostly focused on the strategic way of internal entrepreneurship, the relationship between internal entrepreneurship and organizational environment, the impact of internal entrepreneurship on corporate performance, the interaction of internal entrepreneurial members, and the key factors for success of internal entrepreneurship, etc. Therefore, there is little systematic research on the dynamics, complexity, and causality of internal entrepreneurship. Consequently, this study uses the theory of system dynamics as the research approach to analyze the process of internal entrepreneurship.

    The major conclusions of this study include：
    1. The internal startup company will be affected by the entrepreneurial-oriented atmosphere, and chooses to start internal entrepreneurship again.
    2. The smoothness of subsequent internal entrepreneurship of internal startup company will be greatly affected by the level of support of senior managers.
    3. The internal startup company will make good use of business model innovation to guide product and service innovation and process innovation in order to increase profitability again and achieve long-term strategic goals.
    4. The internal startup company will decide whether to start internal entrepreneurship again based on the attitudes and behaviors of the members of the organization.
    5. The internal startup company will lead the long-term development direction through the comprehensive effects of product and service innovation, process innovation, and business model innovation, as well as the company`s internal innovation atmosphere and thinking.
    Finally, the thesis addressed the academic contribution of this research, practical suggestions and suggestions for future research.
    參考文獻: 一、英文部分
    1. Antoncic, B., & Hisrich, R. D. (2001). Intrapreneurship: Construct refinement and cross-cultural validation. Journal of Business Venturing, 16(5), 495-527.
    2. Antoncic, B., & Hisrich, R. D. (2003). Clarifying the intrapreneurship concept. Journal of Small Business and Enterprise Development, 10(1), 7-24.
    3. Baruah, B., & Ward, A. (2015). Metamorphosis of intrapreneurship as an effective organizational strategy. International Entrepreneurship and Management Journal, 11(4), 811-822.
    4. Blanka, C. (2018). An individual-level perspective on intrapreneurship: A review and ways forward. Review of Managerial Science, 1-43.
    5. Bosma, N., Stam, F. C., & Wennekers, A. (2010). Intrapreneurship: An International Study. In: Scales.
    6. Burgelman, R. A. (1983a). Corporate entrepreneurship and strategic management: Insights from a process study. Management Science, 29(12), 1349-1364.
    7. Burgelman, R. A. (1983b). A process model of internal corporate venturing in the diversified major firm. Administrative Science Quarterly, 223-244.
    8. Burgelman, R. A. (1984a). Designs for corporate entrepreneurship in established firms. California Management Review, 26(3), 154-166.
    9. Burgelman, R. A. (1984b). Managing the internal corporate venturing process. Sloan Management Review (pre-1986), 25(2), 33.
    10. Burgelman, R. A., & Välikangas, L. (2005). Managing internal corporate venturing cycles. MIT Sloan Management Review, 46(4), 26.
    11. Chesbrough, H. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43(2-3), 354-363.
    12. Dolliger, M. J. (1998). Entrepreneurship: Strategies and Resources.
    13. Dolliger, M. J. (2008). Entrepreneurship: Strategies and Resources, 4th ed.
    14. Forrester, J. W. (1994). System dynamics, systems thinking, and soft OR. System Dynamics Review, 10(2‐3), 245-256.
    15. Forrester, J. W. (2007). System dynamics—a personal view of the first fifty years. System Dynamics Review: The Journal of the System Dynamics Society, 23(2‐3), 345-358.
    16. Garud, R., & Van De Ven, A. H. (1992). An empirical evaluation of the internal corporate venturing process. Strategic Management Journal, 13(S1), 93-109.
    17. Guth, W. D., & Ginsberg, A. (1990). Guest editors` introduction: Corporate entrepreneurship. Strategic Management Journal, 5-15.
    18. Hayton, J. C., & Kelley, D. J. (2006). A competency‐based framework for promoting corporate entrepreneurship. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 45(3), 407-427.
    19. Heinonen, J., & Korvela, K. (2003). How about measuring intrapreneurship. Small Business Institute, Turku School of Economics and Business Administration.
    20. Kanter, R. M., North, J., Bernstein, A. P., & Williamson, A. (1990). Engines of progress: Designing and running entrepreneurial vehicles in established companies. Journal of Business Venturing, 5(6), 415-430.
    21. Kelley, D. (2011). Sustainable corporate entrepreneurship: Evolving and connecting with the organization. Business Horizons, 54(1), 73-83.
    22. Kuratko, D. F. (2007). Corporate entrepreneurship. Foundations and Trends® in Entrepreneurship, 3(2), 151-203.
    23. Lumpkin, G. T., & Dess, G. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21(1), 135-172.
    24. Massa, L., & Tucci, C. L. (2013). Business model innovation. The Oxford handbook of innovation management, 20(18), 420-441.
    25. Mitchell, D., & Coles, C. (2003). The ultimate competitive advantage of continuing business model innovation. Journal of Business Strategy, 24(5), 15-21.
    26. Narayanan, V., Yang, Y., & Zahra, S. A. (2009). Corporate venturing and value creation: A review and proposed framework. Research Policy, 38(1), 58-76.
    27. Parker, S. C. (2011). Intrapreneurship or entrepreneurship? Journal of Business venturing, 26(1), 19-34.
    28. Peter, S. (1990). The fifth discipline. The Art & Practice of Learning Organization. Doupleday Currence, New York.
    29. Pinchot III, G. (1985). Intrapreneuring: Why you don`t have to leave the corporation to become an entrepreneur. University of Illinois at Urbana-Champaign`s Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship.
    30. Roberts, E. B. (1980). New ventures for corporate growth. Harvard Business Review, 58, 134.
    31. Roberts, E. B., & Berry, C. A. (1984). Entering new businesses: selecting strategies for success.
    32. Sterman, J. (2018). System dynamics at sixty: the path forward. System Dynamics Review, 34(1-2), 5-47.
    33. Sterman, J. D. (2000). Business dynamics: Systems thinking and modeling for a complex world.
    34. Venkataraman, S., MacMillan, I. C., McGrath, R., Sexton, D., & Kassarda, J. (1992). Progress in research on corporate venturing. Management Science, 30, 9.
    35. Zahra, S. A. (1991). Predictors and financial outcomes of corporate entrepreneurship: An exploratory study. Journal of Business Venturing, 6(4), 259-285.
    36. Zahra, S. A. (1993). Environment, corporate entrepreneurship, and financial performance: A taxonomic approach. Journal of Business Venturing, 8(4), 319-340.

    二、中文部分
    1. 陶在樸. (1999). 系統動態學. 五南出版社
    2. 陶在樸. (2016). 系統動力學入門. 五南出版社
    3. 羅世輝, 樊晉源, 張書豪, & 王瓊慧. (2014). 以系統思考觀點探討台灣大車隊經營模式之研究. 商略學報, 6(4), 225-240.
    4. 吳思華.(2008) 台灣地區第二次產業創新活動調查研究. 科技部委託研究計畫報告

    三、網路資料
    1. 2018年度支持A公司之集團年報
    描述: 碩士
    國立政治大學
    科技管理與智慧財產研究所
    106364135
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0106364135
    資料類型: thesis
    DOI: 10.6814/NCCU202000254
    顯示於類別:[科技管理與智慧財產研究所] 學位論文

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