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題名 原鄉隨創：由服務設計辨識創業歷程
Indigenous bricolage: identifying entrepreneurial opportunities from service design作者 方維熙
Fang, Wei Hsi貢獻者 蕭瑞麟
Hsiao, Ruey Lin
方維熙
Fang, Wei Hsi關鍵詞 隨創
創業家
新創企業
時機辨識
情境
原住民族
Bricolage
Entrepreneur
Start-ups
Opportunity recognition
Scenario
Indigenous日期 2017 上傳時間 13-Sep-2017 14:23:36 (UTC+8) 摘要 創業之目的是突破現狀，追求創新，創業家必須擁有資源才能創新產品與服務，但他們卻因資源受限而有志難伸。新創企業如何以拼湊有限資源來翻轉劣勢，是隨創（bricolage）所提倡的主導做法。可是，拼湊資源是透過怎樣的時機，當今文獻卻討論有限，因此，時機辨識成為是當前亟需探索之重點。本研究選取三個原住民族新創企業個案，分析他們的經營歷程、挑戰與如何透過辨識時機進行資源拼湊。本研究發現，原住民族文化是重要的資源，這些在地資源成為識別機會、突破資源稀缺的服務創新關鍵。在學術意涵上，本研究提出三個議題。第一，辨識時機需要觀察資源轉換脈絡；第二，辨識時機需要設定資源使用情境；第三，辨識時機需找出資源調合方式。在實務啟示上，本研究提出辨識時機的各種可能，並歸納多樣的隨創原則。進行隨創時，若能掌握在地文化便可以找出適當時機，讓有限的資源拼湊出無限的創新。
The objective of entrepreneurship is to seek breakthrough innovation within status quo. Entrepreneurs must obtain resources in order to innovate new products or services. But their aspirations often are frustrated due to resource constraints. The dominant approach to entrepreneurial bricolage is to advise new ventures to turnaround adversities by making-do with resources. But, when could entrepreneurs identify opportunity for tinkering limited resources? This is an inquiry worth further investigation. This research selects three case studies of indigenous start-ups while analyzes their entrepreneurial process and challenges within; and examines how they recognize opportunities in creative resource tinkering. This study found that indigenous culture is a kind of critical local resource, which may trigger opportunity recognition in order to guide resource making-do and achieve service innovation. Theoretically, this study suggests that (1) opportunity recognition must understand the context that is suitable for the transformation of resource quality; (2) opportunity recognition must pay attention to resource deployment in situ; (3) opportunity recognition should identify methods of resource blending. Practically, this study proposes several possibilities of opportunity recognition and summarizes a variety of bricolage principles. When engaging entrepreneurial bricolage, if we could get a grip with local culture, it increases our chance to identify the right moment and allow limited resources to enact unlimited innovation.參考文獻 中文文獻蕭瑞麟，2011，讓脈絡思考創新，台北，天下文化。蕭瑞麟、歐素華、陳蕙芬，2014，劣勢創新：梵谷策展中的隨創行為，中山管理評論，22 卷2期：323~367。英文文獻Alexander, J., & Luedtke, K. 2013. The user centric approach and participant flow maps: A new look at increasing participation and engagement. Managed Care Outlook, 26(12): 1-7.Andersen, O. J. 2008. A bottom-up perspective on innovations: Mobilizing knowledge and social capital through innovative processes of bricolage. Administration & Society, 40(1): 57-78.Baker, T. 2007. Resources in play: Bricolage in the toy store(y). Journal of Business Venturing, 22(5): 694-711.Baker, T., Miner, A. S., & Eesley, D. T. 2003. Improvising firms: Bricolage, account giving and improvisational competencies in the founding process. Research Policy, 32(2): 255-276.Baker, T., & Nelson, R. E. 2005. Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3): 329-366.Barney, J. B. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17(1): 99-120.Bitner, M. J., Ostrom, A. L., & Morgan, F. N. 2008. Service blueprinting: A practical technique for service innovation. California Management Review, 50(3): 66-94.Denzin, N. K., & Lincoln, Y. S. (Eds.). 1994. Handbook of Qualitative Research. London: Sage.Grant, R. M.1991.The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3):114–135Garud, R., & Karnøe, P. 2003. Bricolage versus breakthrough: Distributed and embedded agency in technology entrepreneurship. Research Policy, 32(2): 277–300.Hamel, G., & Prahalad, C. K. 1993. Strategy as stretch and leverage. Harvard Business Review, 71(2): 75-84.Levi-Strauss, C. 1968. The savage mind. Chicago: University of Chicago Press.Lovlie, L., Downs, C., & Reason, B. 2008. Bottom‐line experiences: Measuring the value of design in service. Design Management Review, 19(1): 73-79.McCann, J. E. 1991. Design Principles for an Innovating Company. Academy of Management Executive, May(5): 76-93.Penrose, E. T. 1959. The theory of the growth of the firm. Oxford, UK: Basil Blackwell.Phillips, N., & Tracey, P. 2007. Opportunity recognition, entrepreneurial capabilities and bricolage: Connecting institutional theory and entrepreneurship in strategic organization. Strategic Organization, 5(3): 313-320.Senyard, J., Baker, T., Steffens, P., & Davidsson, P. 2014. Bricolage as a path to innovativeness for resource-constrained new firms. Journal of Product Innovation Management, 31(2): 211-230.Shostack, G. L. 1984. Designing services that deliver. Harvard Business Review, 62(1): 133-139.Singh, R. P. 2001. A Comment on Developing the Field of Entrepreneurship through the Study of Opportunity Recognition and Exploitation. Academy of Management Review, 26(1): 10-12.Tyre, M., & Orlikowski, W. J. 1994. Windows of opportunity: Temporal patterns of technological adaptation in organizations. Organization Science, 5: 98-118.Vaghely, I. P., & Julien, P.-A. 2010. Are opportunities recognized or constructed? An information perspective on entrepreneurial opportunity identification. Journal of Business Venturing, 25(1): 73-86.Wernerfelt, B. 1995. The resource-based view of the firm: Ten years after. Strategic Management Journal, 16, 171-174.Wrzesniewski, A., & Dutton, J. E. 2001. Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2): 179-201. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
102932073資料來源 http://thesis.lib.nccu.edu.tw/record/#G0102932073 資料類型 thesis dc.contributor.advisor 蕭瑞麟 zh_TW dc.contributor.advisor Hsiao, Ruey Lin en_US dc.contributor.author (Authors) 方維熙 zh_TW dc.contributor.author (Authors) Fang, Wei Hsi en_US dc.creator (作者) 方維熙 zh_TW dc.creator (作者) Fang, Wei Hsi en_US dc.date (日期) 2017 en_US dc.date.accessioned 13-Sep-2017 14:23:36 (UTC+8) - dc.date.available 13-Sep-2017 14:23:36 (UTC+8) - dc.date.issued (上傳時間) 13-Sep-2017 14:23:36 (UTC+8) - dc.identifier (Other Identifiers) G0102932073 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/112634 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 102932073 zh_TW dc.description.abstract (摘要) 創業之目的是突破現狀，追求創新，創業家必須擁有資源才能創新產品與服務，但他們卻因資源受限而有志難伸。新創企業如何以拼湊有限資源來翻轉劣勢，是隨創（bricolage）所提倡的主導做法。可是，拼湊資源是透過怎樣的時機，當今文獻卻討論有限，因此，時機辨識成為是當前亟需探索之重點。本研究選取三個原住民族新創企業個案，分析他們的經營歷程、挑戰與如何透過辨識時機進行資源拼湊。本研究發現，原住民族文化是重要的資源，這些在地資源成為識別機會、突破資源稀缺的服務創新關鍵。在學術意涵上，本研究提出三個議題。第一，辨識時機需要觀察資源轉換脈絡；第二，辨識時機需要設定資源使用情境；第三，辨識時機需找出資源調合方式。在實務啟示上，本研究提出辨識時機的各種可能，並歸納多樣的隨創原則。進行隨創時，若能掌握在地文化便可以找出適當時機，讓有限的資源拼湊出無限的創新。 zh_TW dc.description.abstract (摘要) The objective of entrepreneurship is to seek breakthrough innovation within status quo. Entrepreneurs must obtain resources in order to innovate new products or services. But their aspirations often are frustrated due to resource constraints. The dominant approach to entrepreneurial bricolage is to advise new ventures to turnaround adversities by making-do with resources. But, when could entrepreneurs identify opportunity for tinkering limited resources? This is an inquiry worth further investigation. This research selects three case studies of indigenous start-ups while analyzes their entrepreneurial process and challenges within; and examines how they recognize opportunities in creative resource tinkering. This study found that indigenous culture is a kind of critical local resource, which may trigger opportunity recognition in order to guide resource making-do and achieve service innovation. Theoretically, this study suggests that (1) opportunity recognition must understand the context that is suitable for the transformation of resource quality; (2) opportunity recognition must pay attention to resource deployment in situ; (3) opportunity recognition should identify methods of resource blending. Practically, this study proposes several possibilities of opportunity recognition and summarizes a variety of bricolage principles. When engaging entrepreneurial bricolage, if we could get a grip with local culture, it increases our chance to identify the right moment and allow limited resources to enact unlimited innovation. en_US dc.description.tableofcontents 壹、緒論 1第一節 研究動機 1第二節 研究目的 2第三節 預期效益與論文架構 3貳、文獻回顧 5第一節 定義服務設計與隨創 5第二節 回顧隨創文獻 9一、隨創是資源拼湊 9二、隨創是資源延展 10第三節 隨創需辨識時機 12參、研究方法 17第一節 方法論 17第二節 案例選擇與理論抽樣 18第三節 分析架構 19第四節 資料蒐集與分析 20肆、研究發現 24第一節 案例背景：原鄉創業計畫 24第二節 原醉：飲酒思「原」 25一、起源：原住民的原罪 25二、挑戰：難以捉摸的杜康 29三、隨創過程：酒不醉人人自醉 35四、隨創原則：原醉轉化為陶醉 44第三節 台灣跑山獸：登高望「原」 47一、起源：臺灣的運動風潮 47二、挑戰：難以奔馳的山林 52二、隨創過程：獵人之路 56三、隨創原則：越野跑（RUN）轉化為越野放（FUN） 67第四節 LIHIYA：左右縫「原」 70一、起源：臺灣在地時尚困境 70二、挑戰：難以轉化的設計能量 74二、隨創過程：文化調合 76三、隨創原則：時尚轉變為生活風尚 84五、討論 87第一節 學術意涵 885.1.1貢獻一：辨識時機需要觀察資源轉換脈絡 885.1.2貢獻二：辨識時機需要設定資源使用情境 905.1.3貢獻三：辨識時機需要找出資源調合方式 91第二節 實務啟示 925.2.1啟示一：以在地文化脈絡串接資源，成為創新關鍵 925.2.2啟示二：以跨界思維找擴大認知疆界，尋求創新可能 935.2.3啟示三：積極辨識時機，使隨創效益提高 94第三節 研究限制與未來方向 945.3.1限制一：個案企業外部的關係人訪談不足 955.3.2限制二：未來應深化參與「時機辨識」的運作過程 955.3.3限制三：未來可以由「拆解」的角度來分析隨創理論 95陸、結論 97參考文獻 98中文文獻 98英文文獻 98附件：論文答辯稿 100 zh_TW dc.format.extent 3190848 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0102932073 en_US dc.subject (關鍵詞) 隨創 zh_TW dc.subject (關鍵詞) 創業家 zh_TW dc.subject (關鍵詞) 新創企業 zh_TW dc.subject (關鍵詞) 時機辨識 zh_TW dc.subject (關鍵詞) 情境 zh_TW dc.subject (關鍵詞) 原住民族 zh_TW dc.subject (關鍵詞) Bricolage en_US dc.subject (關鍵詞) Entrepreneur en_US dc.subject (關鍵詞) Start-ups en_US dc.subject (關鍵詞) Opportunity recognition en_US dc.subject (關鍵詞) Scenario en_US dc.subject (關鍵詞) Indigenous en_US dc.title (題名) 原鄉隨創：由服務設計辨識創業歷程 zh_TW dc.title (題名) Indigenous bricolage: identifying entrepreneurial opportunities from service design en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文文獻蕭瑞麟，2011，讓脈絡思考創新，台北，天下文化。蕭瑞麟、歐素華、陳蕙芬，2014，劣勢創新：梵谷策展中的隨創行為，中山管理評論，22 卷2期：323~367。英文文獻Alexander, J., & Luedtke, K. 2013. The user centric approach and participant flow maps: A new look at increasing participation and engagement. Managed Care Outlook, 26(12): 1-7.Andersen, O. J. 2008. A bottom-up perspective on innovations: Mobilizing knowledge and social capital through innovative processes of bricolage. Administration & Society, 40(1): 57-78.Baker, T. 2007. Resources in play: Bricolage in the toy store(y). Journal of Business Venturing, 22(5): 694-711.Baker, T., Miner, A. S., & Eesley, D. T. 2003. Improvising firms: Bricolage, account giving and improvisational competencies in the founding process. Research Policy, 32(2): 255-276.Baker, T., & Nelson, R. E. 2005. Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3): 329-366.Barney, J. B. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17(1): 99-120.Bitner, M. J., Ostrom, A. L., & Morgan, F. N. 2008. Service blueprinting: A practical technique for service innovation. California Management Review, 50(3): 66-94.Denzin, N. K., & Lincoln, Y. S. (Eds.). 1994. Handbook of Qualitative Research. London: Sage.Grant, R. M.1991.The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3):114–135Garud, R., & Karnøe, P. 2003. Bricolage versus breakthrough: Distributed and embedded agency in technology entrepreneurship. Research Policy, 32(2): 277–300.Hamel, G., & Prahalad, C. K. 1993. Strategy as stretch and leverage. Harvard Business Review, 71(2): 75-84.Levi-Strauss, C. 1968. The savage mind. Chicago: University of Chicago Press.Lovlie, L., Downs, C., & Reason, B. 2008. Bottom‐line experiences: Measuring the value of design in service. Design Management Review, 19(1): 73-79.McCann, J. E. 1991. Design Principles for an Innovating Company. Academy of Management Executive, May(5): 76-93.Penrose, E. T. 1959. The theory of the growth of the firm. Oxford, UK: Basil Blackwell.Phillips, N., & Tracey, P. 2007. Opportunity recognition, entrepreneurial capabilities and bricolage: Connecting institutional theory and entrepreneurship in strategic organization. Strategic Organization, 5(3): 313-320.Senyard, J., Baker, T., Steffens, P., & Davidsson, P. 2014. Bricolage as a path to innovativeness for resource-constrained new firms. Journal of Product Innovation Management, 31(2): 211-230.Shostack, G. L. 1984. Designing services that deliver. Harvard Business Review, 62(1): 133-139.Singh, R. P. 2001. A Comment on Developing the Field of Entrepreneurship through the Study of Opportunity Recognition and Exploitation. Academy of Management Review, 26(1): 10-12.Tyre, M., & Orlikowski, W. J. 1994. Windows of opportunity: Temporal patterns of technological adaptation in organizations. Organization Science, 5: 98-118.Vaghely, I. P., & Julien, P.-A. 2010. Are opportunities recognized or constructed? An information perspective on entrepreneurial opportunity identification. Journal of Business Venturing, 25(1): 73-86.Wernerfelt, B. 1995. The resource-based view of the firm: Ten years after. Strategic Management Journal, 16, 171-174.Wrzesniewski, A., & Dutton, J. E. 2001. Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2): 179-201. zh_TW
