本研究採取深度訪談的個案研究方法，針對國內電信業者之工程部門經由內部創業而轉型成為獨立經營之工程公司，進行其多角化動機及經營管理模式之探討，以期了解成功創業與經營能力及資源運用的相互關係。
研究選定創業有成的某個案企業為對象，分別從「策略」及「執行」二個構面探討，發掘其「關鍵成功因素」。藉由企業創業之相關文獻資料的整理，及個案研究的分析，針對『內部創業經營策略』議題進行深入分析，將理論與實際結合，以歸納出本研究結論如下：
一、策略為創業活動的原動力：正確的策略是「做對的事」(Do the right thing)，核心策略、策略性資源、及價值網路的正確組合為新創事業能否起始運作的最主要因素。
二、執行為創業活動的推進力：良好的執行是「把事做對」(Do the thing right)，將組織結構、人力資源、技術研發、工程製造、市場行銷、客戶關係、財務規劃等各方面有效率的組合，策略才能被正確的執行。
三、關鍵成功因素為創業活動的加速力：新創事業只要策略面和執行面配合得宜，就具備了成功的條件，然在快速變動的時代，惟有快速的成功才算是真正的成功，新創事業若要縮短達到成功的時間，必須擁有特別的關鍵成功因素。
四、創業階段的成功並不能保證在未來的營運上也能持續成功，必須將創業階段的成功因素轉換成持續經營的成功因素。

The research takes depth interview of the case study method. It focuses on the engineering department of the telecommunications industry which is transformed into an independent engineering company by spin-off. It also discusses the motive of diversification and the model of operation. The research expects to understand the interactive relation between successful entrepreneur, management abilities and resource using.

The research chooses a successful spin-off company as it's case study. It discusses the strategy phase and implementation phase to find out the key success factors. By analyzing the documents about entrepreneur, the research investigates the managements and strategies of spin-off and integrates the theories and practices into a conclusion:

1. Strategy is the motive power of entrepreneur: The right strategy is "Do the right thing". Whether a start-up can start or not depends on the right combination of core strategies, strategic resources and value net.

2. Implementation is the driving power of entrepreneur: The good implementation is "Do the thing right". Whether a strategy can operate or not depends on the efficient combination of organization structure, human resource, technical R&D, manufacturing, marketing, customer relationship and financial planning.

3. Key success factor (KSF) is the accelerating power of entrepreneur: Only if the strategy phase and implemetation phase operate in coordination, the start-up possesses the condition of success.
However, just a fast success is a real success in the speedily changing time. A start-up company cannot shorten the time to success unless it owns some special KSF.

4. The success in the entrepreneurial phase can't ensure that the start-up will also succeed in the future operation. It must transform the success factors in the entrepreneurial phase into the ones in the future operation.

論文口試委員審定書
授權書
致謝辭
中文摘要
英文摘要

目錄
表目錄
圖目錄

第壹章　緒論
第一節　研究背景與動機
第二節　研究目的與預期成果
第三節　研究問題與範圍
第四節　研究流程
第五節　論文架構

第貳章　文獻探討與相關理論
第一節　多角化相關理論
第二節　內部創業相關理論
第三節　外部因素相關理論
第四節　內部因素相關理論
第五節　經營模式相關理論
第六節　關鍵成功因素相關理論

第參章　研究方法
第一節　研究架構
第二節　研究工具
第三節　研究限制

第肆章　個案分析與研究發現
第一節　個案公司簡介
第二節　個案分析
第三節　研究發現
第四節　經營策略形成
第伍章　結論與建議
第一節　結論
第二節　後續研究與建議

參考文獻

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附錄二　訪談資料

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