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    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/48854
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    Title: 網絡關係對新創企業發展影響之研究-以台灣高科技公司為例
    Authors: 賴宏誌
    Contributors: 司徒達賢
    于卓民

    賴宏誌
    Date: 2002
    Issue Date: 2010-12-08 01:51:50 (UTC+8)
    Abstract:   隨著國內外創業實務的發展,許多學者對於如何讓新創企業能夠邁向成功,皆有許多深入的探討。其中,以個人創業為主的研究,大多集中在探討創業者的特質、經歷與能力,以及創業團隊如何影響創業成敗。而以公司為主體的創業研究,則多從企業成長的觀點,探討如何透過綜效的發揮來發展新事業。這兩種理論觀點對於新創企業的發展,雖然提供了許多重要的觀察與結論,但卻忽略了新創企業最重要的策略課題,也就是如何取得所有關鍵與互補性的資源。
      因此,本研究希望從網絡理論的角度,來探討新創企業如何透過與外部利益關係人的合作,以取得必要的各項資源,亦即運用網絡定位策略,來強化事業策略的優勢。具體的研究問題包括:(1)新創企業為什麼能夠吸引潛在的合作夥伴?創業者本身的條件從何而來?(2)新創企業在能力、資源的取得,以及網絡關係的建立與運作,會受到何種因素影響?(3)新創企業應該要與哪些個人與組織建立強連結關係?才有助於創業初期的生存與成長。
      為了探索上述三個問題的解答,本研究採用個案研究方法,針對五家新創企業,十一位創業成員進行深度訪談,並根據訪談記錄製作逐字稿,然後進行深入的逐字稿內容分析。綜合個案分析的結果,本研究可推導出以下七個主要命題:
      命題一:前期事業影響創業條件
       創業者在前期事業的工作年資、職級與職務,會影響創業條件的形成。這裡所稱的創業條件,除了指過去文獻所強調的專業能力與管理技能之外,更重要的,是人際關係與廠商關係的累積。由於個人通常會在前期事業結識共事的高階夥伴、擁有自己的工作部屬,以及對外拓展人脈,這些關係密切的人力資源都將形成未來潛在的創業夥伴。此外,個人在前期事業也會因業務所需認識許多往來廠商,因而建立起許多網絡關係,這些豐富的廠商資源也都將成為創業時,潛在的合作對象。
      命題二:前期事業影響新創企業的事業策略
       新創企業因為創業動機的不同,會形成與老東家(母公司)不同的關係類型,並進一步影響本身的事業策略。當新創企業屬於母公司的轉投資事業,則彼此關係將非常緊密,此時新公司會採取互補的策略,以追求綜效為目的。若創業者是自立門戶,則彼此的關係會屬於平行的同業關係,存在潛在的競爭壓力。這時新創企業必須採取適當的區隔策略,以避免產生衝突,影響初期的生存空間。若新創企業是因老東家經營不善而另起爐灶,則彼此關係屬於替代與繼承,此時新創企業可以採取複製策略,以接收前期事業所有的資源與關係。
      命題三:前期事業與創業者影響創業團隊的組成
       創業者在前期事業所建立的工作團隊,能否移轉至新事業成為創業團隊,會受到新公司與老東家之間關係的影響。當新公司與老東家的關係越緊密,重要的人力資源的移轉將越容易。但若彼此之間具有潛在的競爭關係,則會提高人力資源移轉的難度。但是,由於人員本身具有自主意識,因此新創企業若具有高度的競爭優勢,也會形成極高的吸引力,以取得高素質的人力資源。換言之,若創業者個人的吸引力非常高,則可以降低人力移轉的難度,降低前期事業的負面影響。
      命題四:前期事業與創業者影響網絡關係的分享
       創業者在前期事業所累積的網絡關係,能否順利運用在新創事業,會受到新公司與老東家之間的關係,以及創業者個人能力的影響。當新公司與老東家的關係越緊密,重要網絡關係的分享程度將越高。包括關鍵零組件廠商、重要的外包商,以及核心的客戶資源。但若彼此之間具有潛在的競爭關係,則會提高網絡關係分享的難度。但是若創業者個人的吸引力非常高,則可以提高網絡關係的分享程度。
      命題五:新創企業與前期事業的網絡結構相似性,影響新創企業草創階段的績效
       新創企業在成立初期,創業者通常會仰賴過去在前期事業(老東家)所建立的人際關係與廠商關係,一方面取得重要的人力資源,二方面尋求關鍵與互補的合作廠商。倘若新創企業能夠建立起一個與前期事業相當類似的網絡結構,將可以有效降低創業團隊的組織與管理成本,以及合作廠商的開發與交易成本,此對於創業初期經營風險的降低與績效的提昇,將有顯著的幫助。
       但是要進一步說明的是,當新創企業與前期事業的網絡結構相似性太高時,表示新公司與老東家之間的同質性非常高,這將使得彼此之間的競爭強度增加。在雙方規模、資源與競爭力差異過大的情況下(老東家遠優於新公司),若產生衝突,將不利新創企業的生存。因此創業者的最佳策略,就是要與前期事業進行適當的區隔,但又不要差異過大,以建立一個與前期事業中高程度相似的網絡結構。換言之,新創企業與前期事業的網絡結構相似性,會與新創企業草創階段的績效,呈現倒U字形的關係。
      命題六:網絡關係的整合程度,影響新創企業草創階段的績效
       根據過去的研究指出,面對需求快速變動與時間壓力的競爭環境,網絡組織是最有效的資源統治機制。對於產業環境具有產品生命週期短、市場需求變動快速、強調時基競爭的高科技產業來說,企業如何與上中下游的合作廠商緊密結合,以快速回應市場,是決定競爭優勢的重要關鍵。因此,在新創企業的草創階段,如果能夠將從前期事業取得的網絡關係,以及自行建立的網絡關係,透過彼此的權益投資,整合成一緊密的合作網絡,將有助於創業初期的生存與成長。
      命題七:創業環境影響創業者依賴前期事業的程度
       當創業者可以從產業環境中,快速取得創業所需的人力資源(專業經理人)、網絡關係(供應商、外包商、通路商)、資金(創投、青創貸款)與其他支援(政府補助、育成中心)時,將可解決新公司無法從前期事業獲得奧援的困境,此時前期事業的重要性將明顯降低。此顯示創業環境與前期事業對於新創企業在能力、資源與網絡關係的取得上,兩者之間具有某種程度的互補與替代關係。
      上述七個命題的推導,分別回答上述七個命題的推導,分別回答了本研究的三個主要問題。首先,新創企業在草創階段所需的資金、人力資源、廠商關係,以及創業者本身的能力,大多是從前期事業而來。這些創業條件的優勢,有賴創業者在自立門戶之前,長期的培養與累積。在這些重要的創業條件中,人際關係與廠商關係的建立尤其重要。因為豐沛的人際關係可以吸引許多與創業者專長互補、彼此信任的人力資源,組成創業團隊;而強而有力的廠商關係,則可以為新創企業迅速建立合作網絡。此對於創業初期的組織運作,將產生極大的幫助。
      但是,既然創業條件的形成與前期事業關係密切,當創業者想要自立門戶時,便要考慮前期事業(老東家)對新創企業在能力、資源與網絡關係的取得與運用上,所可能產生的各種影響。以新創企業的角度來看,最有利的情況是老東家不會干預人力資源的移轉,與廠商關係的分享,甚至是會積極提供各項協助。但除非是老東家經營不善,或彼此屬於母子關係,否則新創企業與前期事業之間,通常存在某種程度的潛在競爭關係。為了避免老東家的抵制與干擾,新創企業必須採取適當的區隔策略,以順利取得所需的各項資源。除了形成區隔之外,新創企業可以採取更積極的作法來強化彼此之間的關係,例如讓老東家投資公司,使彼此成為目標一致的利益共同體。通常與老東家建立投資關係,將有助彼此能力的移轉與資源的分享。
      最後,新創企業在草創階段最重要的連結對象,在個人方面以創業團隊成員最為重要,在廠商部份則是以上游的供應商、外包商,以及下游的通路客戶為首選。理由是創業團隊通常是影響公司重大決策的關鍵人物,也是負責公司經營成敗的主要成員,為了讓所有人目標一致、產生承諾、全心投入,共同承擔風險、享受利潤,在新創企業成立初期,必須讓核心人員成為實際出資的股東,一方面降低代理問題,二方面強化創業成員與新公司之間的關係。另外,為了提昇產品競爭力,新創企業必須強化與上游供應商和協力廠商之間的合作關係,尤其是針對關鍵零組件的供應商,以及較為重要的代工廠,新公司最好能吸引其前來投資,以獲得品質佳、價格低、交期穩定的零組件與代工服務。最後,為了確保新公司生產的產品可以迅速銷售出去,並節省開發客戶與行銷的成本,新創企業也必須加強與客戶之間的關係,最佳的連結策略同樣也是讓客戶成為公司股東,以節省通路成本,創造最大的營收。
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    Description: 博士
    國立政治大學
    企業管理研究所
    87355508
    91
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    Data Type: thesis
    Appears in Collections:[企業管理學系] 學位論文

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