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博碩士論文 etd-0617105-102429 詳細資訊
Title page for etd-0617105-102429
論文名稱
Title
資訊科技產業中的金主頭家創業模式—以電子零組件廠商為個案之探索性研究
The Owner-managers of Information Technology(IT)Entrepreneurial Businesses—An Explorative Case Study on Electronic Components Manufacturing Companies
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
166
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2005-04-15
繳交日期
Date of Submission
2005-06-17
關鍵字
Keywords
資訊科技產業、金主頭家、複雜理論、創業、電子零組件
Information Technology industry, Owner-Manager, Entrepreneurship, Electronic Components, Complexity Theory
統計
Statistics
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中文摘要
本研究欲探索的核心議題是「在台灣的資訊科技產業中,非技術擁有者的創業」,細部的研究問題則包括了:一、非技術擁有者的創業者有何特徵?創業者如何發現機會?創業者的作為與新創事業的成長歷程又是如何?二、造成此種創業現象的情境因素有哪些?三、此種創業現象(模式)具有甚麼樣的優勢?產生了甚麼樣的影響結果?其意涵為何?

在透過紮根理論方法論將資料譯碼之後,本研究認為「金主頭家」一概念最能代表非擁有技術能力的創業者之特徵、能力與行動。金主頭家並非技術的擁有者,而「資金動員能力」是其最大的優勢,在新事業的發展過程中扮演「資金提供者」的角色,因此稱之為「金主」;金主頭家不僅只是提供資金奧援的投資者,他同時還必需對內整合技術團隊以及讓新事業制度化,對外不斷的發動各種戰術來找到主流市場,也就是說他同時也是負責管理新事業的「頭家」
金主頭家的三大特徵為:技術的外行人、資金網絡的編織者、有製造業經驗的管理者;金主頭家發現機會的方式為「藉由一個模糊的願景來引導其外行轉內行的行為」;金主頭家的管理作為則包括了挖角技術人才(團隊)、尋找創投的協助、發動戰術找到主流市場、同化技術團隊以及建立新創公司的制度化,致使新創公司的發展會呈現跳躍的方式,而非生命週期理論所認為的逐步與漸進。

在揭露了核心現象的特徵與本質之後,研究者嘗試釐清與掌握:形塑這個現象情境因素有哪些?亦即探討有哪些歷史因素、組織機構、產業規範與社會脈絡成就了金主頭家?所得到的結果具體呈現在第三章第二節「形塑金主頭家現象的情境因素」。這些情境因素包括了整個資訊科技產業的全球分工體系與資訊科技產品的特性、台灣傳統產業經營者的危機意識(推力)、以及台灣存在者種種有利於金主頭家的條件(拉力)

最後,研究者進一步思考金主頭家有何優勢?又產生了甚麼樣的結果?此答案呈現在第三章第三節「金主頭家的優勢與結果」。相較於技術創業者,金主頭家所具有的最大優勢為「掌握機會之窗」、「快速補綴資源」、「快速IPO」與「集體作戰」。金主頭家現象所造成了結為則是「台灣資訊科技產業的根留台灣」以及「台灣在資訊科技產業中的製造地位更加穩固」。
Abstract
To inquire into entrepreneurship, a newly-emerging and interesting subject, our research has selected Taiwan’s information technology electronics components industry as research target. By gathering vast- and primary- data, and using several representative Taiwanese component manufacturers as case studies, we found the ‘technical-amateur’ phenomenon. This paper will clearly explain the contents, contextual factors, and advantages of technical-amateur entrepreneurship.

These type of entrepreneurs are so-called ‘technical-amateurs’ because they lacked previous work experiences in the information technology industry, i.e. outsiders; they also lacked technical ability of the typical blue-collared workers and the engineers, they were previously high-level managers in the manufacturing industry. Thus technical-amateurs tend to have vast- and extended- relationship networks that can quickly transfer capitals, to form capital team and gain the assistance of venture capital to attract the technical team; they also have sharp intuition that can strategize to move toward the mainstream to maximize market benefits; they also have managerial ability that can successfully assimilate the technology team and improve production efficiency while reducing production cost. These concepts are similar to the arguments of ‘fitness landscape’, ‘co-evolution’, and ‘the establishment of shared schema”.

There are several important contextual factors that led to the emergence of technical-amateurs. 1) Product technology already exists, but the process technology remains to be explored; 2) Clustering of the local information technology industry, especially the existence of world-class EMS manufacturers; 3) Rapid growths of venture-capitals; 4) Mobility of technology and talents; and 5) Profitability minimization of information products.

Comparing to technical entrepreneurs, technical-amateur entrepreneurs have the following advantages:
1.By occupying the advanced-guard position in the information industry, can quickly discover entrepreneurial opportunities. Outsourcing under changes in the global commodity chain and the trend toward lighter- and smaller- information products, give rise to more entrepreneurial opportunities in the component industry. Since technical-amateurs maintain close relationships with venture-capital thus can organize capital team, therefore occupying the advanced-guard position where they can quickly discover emerging opportunities.
2.Powerful Capital Reinforcements. To achieve economies of scale, newly-founded components businesses must quickly improve its productivity. But before this could happen, manufacturer must experience a learning period where budgetary deficits are unavoidable. However due to the reinforcements of the capital team, technical-amateur entrepreneurs can lead through this difficult period and into a most profitable period of significant growths.
目次 Table of Contents
第一章 緒論 1
第一節 研究背景與問題 1
第二節 文獻探討 11
第二章 研究方法 27
第一節 質性研究法 27
第二節 紮根理論 29
第三節 研究設計 31
第三章 研究結果分析 41
第一節 金主頭家的內涵 41
第二節 形塑「金主頭家」現象的情境因素 89
第三節 金主頭家的優勢與結果 130
第四章 結論與意涵 134
第一節 研究結論簡述 134
第二節 研究意涵 135
第五章 參考文獻 144
參考文獻 References
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