本研究針對企業風險新事業領導人提出專業創新者與專業創新組織的觀念。專業創新者具有專業、創業精神與網絡關係三項才能特點，而企業以強調分權、獨立的專業創新組織發展其新事業能達到最佳的成果。研究的目的在於提供企業在發展風險新事業時遴選人才的準則與組織安排方式。
　　研究所得結論為：
　　企業在運用風險新事業發展來尋求成長的新契機時，對於專業人才的培養與遴選是至關重要的因素，而給予新創事業與專業人才充分施展才能的空間是企業必須體認的原則，過度的關切與干預常是新創事業夭折與發展受限的主要原因。集團事業若能妥善運用其網絡及產業資源提供新創事業體，對於集團與新創事業體當可創造雙贏的局面。
　　研究所得命題為：
命題一：
1.　企業風險新事業領導人具備專業特質
2.　領導者的專業特質影響風險新事業的發展
命題二：
1.　企業新事業領導人具有創業家精神
2.　企業風險新事業具有以領導人為核心的特色
命題三：
　　網絡關係影響企業風險新事業的發展

　　研究所得管理意涵為：
1.　企業發展風險新事業以發展優秀領導人才為出發點
2.　企業發展風險新事業運用創業投資的精神
3.　企業發展風險新事業運用專業型組織的模式
4.　企業反璞歸真找回創業精神以求永續發展
5.　培養發展專業創新人才
6.　找出可能跳槽的優秀人才
7.　專業的深化是企業創新的基石
8.　人才的發展需要組織文化與環境的配合

　　This study is to propose the idea of professional innovator and professional innovation organization. The professional innovator is a corporate venture leader who has professional, entrepreneurship and networking competency, and corporate which deploy decentralized and independent organization will achieve the best outcome of a venture development. The purpose of this study is to provide disciplines for corporate to choose venture leaders.
　　The conclusions of the study are presented as follows:
　　It’s extremely important for corporate to select and develop professional talents when corporate intends to invest in new venture as an approach to search for new market opportunities. New ventures and its leader should have its own management control, and not to be influenced by the mother corporate, which usually a major reason why new corporate ventures become short-lived and ill-developed. Corporate can manage a win-win solution for the new venture and its established business, as long as corporate can leverage networking and industrial resources to help new ventures.

　　The propositions generalized in the study are presented as follows
Propositions:
1.　Professional competency is the characteristic of an effective corporate venture leader.
2.　The professional competency of the corporate venture leader influences the development of the venture.
Proposition II:
1.　Entrepreneurship competency is the characteristic of an effective corporate venture leader.
2.　Leader plays a core role in a corporate venture.
Proposition III:
Networking relationship influences the development of a corporate venture.

　　The management implication of the study presented as follows:
1.　Developing talents is the threshold of a corporate venture development.
2.　Corporate venture is similar to entrepreneurial investment.
3.　Corporate ventures apply professional organization mechanism.
4.　The corporate eternity relies on the revival of entrepreneurship.
5.　Developing professional innovator is important for corporate.
6.　Find the talents who might leave the organization.
7.　Professionalism is the foundation of corporate innovation.
8.　Leadership development should coordinate with the organization culture and environment.

第一章 緒論------------------------------------1
第一節 研究背景-------------------------------1
第二節 研究動機-------------------------------2
第三節 研究目的-------------------------------4
第四節 研究問題-------------------------------4
第五節 論文架構與研究流程---------------------5
第二章 文獻探討與產業初探----------------------7
第一節 企業風險新事業-------------------------7
第二節 領導才能------------------------------13
第三節 專業人才與專業型組織------------------21
第三章 研究方法-------------------------------27
第一節 理論架構------------------------------27
第二節 研究工具------------------------------34
第三節 個案選擇與分析方式--------------------35
第四章 個案分析-------------------------------37
第一節 個案介紹------------------------------37
第二節 企業風險新事業領導人特質分析----------40
第三節 組織文化關係--------------------------53
第四節 研究命題------------------------------58
第五章 結論與建議-----------------------------60
第一節 管理意涵------------------------------60
第二節 未來研究方向--------------------------64
參考文獻--------------------------------------65

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龐文真，聯發科技獨門「3C」用人學確保 IC設計拳王寶座，http://www.mtk.com.tw/hr/all13.htm

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http://www2.bnext.com.tw/mag/2005_04_15/2005_04_15_3186.html

李書齊，全球最具投資價值的太陽能產業公司：益通正面迎戰股王茂迪，數位時代雙週
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