106年科技管理學刊第二十二卷第三期 民國一○六年九月
Volume 22, Number 3 September 2017(若需下載全完請登入會員)
標題Article：探究新創事業的動態能力形塑：賦名策略觀點
Discover the shaping of dynamic capabilities of new venture: Framing strategy perspective
作者Aurthor：梁煥煒 Huan-Wei Liang
中文摘要Chinese Abstract：
當資源有限的新創事業想改變現有不合理的制度，期以創立新型態的 商業模式與產業環境時，如何因應所處的制度壓力，於動態環境中建構獨 特能力，改變劣勢？「動態能力」(Dynamic capabilities)主張觀察創業者及 高階經理人如何以個人的特質、能力與背景來探知、取得與轉化資源，以 獲取創業或創新機會；「制度理論」(Institutional theory)則是觀察制度如何形 塑創業者的機會與行動，然而此二理論均難以解釋上述問題。為解決此理 論缺口，本研究以「iHealth 政昇處方宅配藥局」(以下簡稱「iHealth」)藥師 送藥到宅及機構評鑑服務的創新模式為例，採質性研究方法訪談該企業相 關人員，以「賦名策略」(Framing Strategy)觀點來分析新創企業如何於制度 制約與資源限制下，開創出醫療產業服務創新革命，將一般資源轉化、演 化與深化成獨特的「動態能力」過程，取得營運正當性，最後形成新的獨 占利基市場。在理論意涵中，本研究解讀賦名策略之意義與策略意涵，討 論其與動態能力之關係，並提出賦名的流程架構，主張賦名是一種動態能 力，也引導建立動態能力，延伸動態能力形塑環境的理論意涵；另也為新 創事業與社會企業提出實務上突破制約之建議。我們主張，新創事業要能 成功地推動創新，賦名策略與動態能力需能相互配合，隨勢造勢，以闢出 獨特的成長新徑。
關鍵字：動態能力、新創企業、醫療產業、賦名、制度創業家精神
English Abstract：
When start-ups with limited resources to build novel business models to change
the exist unreasonable institution and create new industrial environment, how
do they address the institutional press they confront, and build unique
capabilities in the dynamic environment to change the inferiority
simultaneously? Dynamic capabilities theory observes how do entrepreneurs
and top-managers probe, access and transfer resources by their personal
characteristics, abilities and backgrounds to acquire the opportunities of
starting an enterprise or innovation, while Institutional theory observes how do
institutions create the opportunities and actions of entrepreneurs. However,
both theories are hard to be sued in elucidating the above question effectively.
Hereby, to fill the theoretical gap, this research exemplify “iHealth Express
Group” (hereafter “iHealth”) which develop new business model to deliver
medicines to the places where patients assigned and nursing agencies appraise
services by pharmacists, and we adopt qualitative method to interview the CEO,
COO, pharmacists and market personnel of iHealth. We use the “framing
strategy” lens which with unique frames, create publicity and social meaning
construction to analyze the process of how start-up transfer, evolve and deepen
the general resources to unique dynamic capabilities so as to acquire the
legitimacy, gain the trust of stakeholders and transfer competition to
cooperation, eventually, iHealth form new niche monopolistic market and
create new service innovation of medical industry although they are in the
restrict institution and limited resources in the beginning. In the theoretical
dimension, this research explained the meaning and strategic implication of
framing strategy, and discus the relationship of framing strategy and dynamic
capability, propose a process framework of framing and argue that framing is a
kind of dynamic capability, hence, we extend the theory of dynamic capability
by shaping environment. In practice, we suggest firms, start-ups and innovators
use these principles of strategy to enforce their dynamic capabilities and
breakthrough the restrict institutions where they live in. Finally, we propose
that start-up entrepreneurs and social entrepreneurs should adopt strategies and
build dynamic capabilities appropriately at the same time so that the new
venture could develop innovation successfully. Furthermore, create the
situation with situation, and leverage framing strategy to fit dynamic capability
for initiate new prospect, thus, entrepreneurs can open unique and new growth
path.
Keywords: Dynamic capabilities, new venture, medical industry, framing,Institutional Entrepreneurship
標題Article：英雄出少年：社會資本、認知偏誤與創業生涯選擇
Heroes from Youngsters: Social Capital, Cognitive Bias and Entrepreneurship Career Choice
作者Aurthor：廖俊杰、鄭伶如 Chun-Chieh Liao,Lin-Ju Cheng
中文摘要Chinese Abstract：
思考創業家「擁有什麼」(社會資本創業精神模型)及創業家「怎麼想、 怎麼看」創業這件事(認知偏誤的創業研究)，是創業研究中兩個重要的方 向，本研究嘗試將之整合在同一分析架構，以 De Carolis and Saparito(2006) 的理論模型為基礎，結合社會學及心理學角度，實證探討這兩個構念對青 年學生「創業生涯選擇」(Entrepreneurial Career Choice)的影響。關於認知偏 誤變數，也彌補研究缺口，納入兩項密切相關、卻容易混淆的變數：樂觀 主義及過度自信，思考兩者各自不同的定義及作用機制。至於社會資本則 選擇兩種類型：源自個人的強連結(捆綁型社會資本)，及源自個人的弱連結 (橋接型社會資本)進行探討。本研究採用問卷調查法，樣本來自某大學五門 創業課程的學生，共發放 450 份紙本及網路問卷，扣除未回收、作答不完 整之無效問卷，有效問卷共計 426 份，運用結構方程模型進行分析。實證 結果顯示：1.兩種類型社會資本對創業生涯選擇沒有直接效果、2.樂觀主義 與過度自信均可增進創業生涯選擇，但樂觀主義又會正向影響過度自信， 樂觀主義才是最根本的心理特質、3.社會資本需透過認知偏誤(樂觀主義和 過度自信)兩個中介變數，才能影響創業生涯選擇。
關鍵字：捆綁型社會資本、橋接型社會資本、樂觀主義、過度自信、創業生涯 選擇
English Abstract：
This study combined the social capital entrepreneurship model (investigating the
resources that student entrepreneurs already have) with entrepreneurial bias
research (investigating what constitutes an entrepreneurial mindset) to formulate
a conceptual framework. Following the model developed by (De Carolis &
Saparito, 2006), we discussed the relationship among social capital, cognitive
bias, and entrepreneurial career choice. The measures of social capital were
divided into two types, “bridging” and “bonding.” Regarding cognitive biases,
optimism and overconfidence were thoroughly documented in the
entrepreneurship literature and were linked to other biases. Data for the research
were collected from 450 respondents who enrolled in five entrepreneurship
courses at a Taiwanese university. 426 useful questionnaires were obtained, an
effective response rate was 94.7 percent. Data are analyzed using structural
equation modeling (SEM) to test the hypothesis. The empirical results indicated
that 1) social capital had no direct impact on entrepreneurial career choice; 2)
both optimism and overconfidence could facilitate entrepreneurial activities,
with optimism being the most basic psychological component and having a
positive impact on overconfidence; and 3) social capital could influence
entrepreneurial career choice and was mediated by optimism and
overconfidence.
Keywords: Bonding Social Capital, Bridging Social Capital, Optimism, Overconfidence, Entrepreneurial Career Choice
標題Article：以核心策略觀點探討自造者空間業者之商業模式
Exploring the Business Models of Makerspace Providers from the of the Perspective of Core Strategy
作者Aurthor：賴明弘、高姿宜 Ming-Hong Lai,Tzu-Yi Kao
中文摘要Chinese Abstract：
本研究結合 Hamel(2000)與 Chesbrough(2011)所主張的核心策略及 Osterwalder and Pigneur (2010)所提出的商業模式作為理論架構，探討創造導 向核心策略、創新導向核心策略、創業導向核心策略主導下之自造者空間 商業模式有何異同。選擇之個案包含 TechShop、未來產房與柴火創客空間 等三個自造者空間業者的核心策略與商業模式。研究方法採個案研究法， 並利用跨個案聚類分析法進行資料分析。 由研究結果推論：這三個個案的核心策略各自主導其商業模式中的價 值主張與關鍵活動，再透過價值主張影響商業模式右邊的目標客層的選 擇、通路的建立、與顧客關係的維持，並透過關鍵活動影響商業模式左邊 的關鍵資源與關鍵合作夥伴，最後才影響下方的收益流與成本結構。同為 自造者空間服務業者，在核心策略的主導下，三個個案皆展現出類似但各 有其差異化走向的商業模式。
關鍵字：自造者空間、核心策略、商業模式
English Abstract：
This study analyses business models (proposed by Osterwalder & Pigneur in
2010) of creation-oriented, innovation-oriented, and venture-oriented
Makerspace providers from the perspective of core strategy proposed by Hamel
in 2000 and Chesbrough in 2011. The core strategies and business models of
TechShop, FutureWard, and Chaihuo makerspace are chosen as our cases. Case
study method is used as the research method, and cross tabulation analysis
technique is used for data analysis.
Inferred from the research results, the core strategies of these three cases guide
their corresponding value propositions and key activities. Value propositions
then influence other key elements on the right-hand side of business model, such
as target markets, distribution channels and customer relationship. Key activities
then influence other key elements on the left-hand side of business model, such
as key resources and key partners. Revenue streams and cost structure are the
last two elements to be influenced. As makerspace providers, the three cases
show similar but differentiated business models under the guidance of their core
strategies.
Keywords: Makerspace, Core Strategy, Business Model