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題名 從動態能力觀點探討台灣校園創業團隊與創業生態系統之互動─以Dcard與盲旅為例
Interaction between Taiwan’s Campus Entrepreneurial Team and Entrepreneurial Ecosystem from Dynamic Capability Perspective: A Case Study of Dcard and Blind Tour作者 梁思敏
Leong, Sze-Mun貢獻者 鄭至甫
Jeng, Jyh-Fu
梁思敏
Leong, Sze-Mun關鍵詞 校園創業團隊
創業生態系統
動態能力
創業歷程
campus entrepreneurial team
entrepreneurial ecosystem
dynamic capability
entrepreneurial process日期 2019 上傳時間 7-八月-2019 17:04:27 (UTC+8) 摘要 在全球創業風潮席捲下，台灣也開始興起這股趨勢。為了驅動台灣創新創業的能量，結合民間、企業與政府的力量，推出各種激勵計劃與政策獎勵，以帶動創業風潮。因此，各大學府開始開設相關的創業課程，舉辦各種創業競賽鼓勵學生投入創業的行列，其中也不乏一些優秀的校園創業團隊畢業後成立新創公司。另一方面，亦帶動諸多學者聚焦於討論有關創業生態系統的組成內涵與發展演化。本研究以動態能力的微觀基礎的角度來切入，試圖解析出校園創業團隊在創業歷程中與創業生態系統是如何透過感應機會、掌握機會及轉化能力進而與創業生態系統的主體互動，創造成長動能。本研究以狄卡科技股份有限公司（Dcard）與盲旅股份有限公司（盲旅）為對象進行個案分析，期盼能探索出校園創業團隊與創業生態系統的互動與連結關係，在學術貢獻上能補足校園創業團隊與創業生態系統在動態能力的微觀基礎之下相關理論缺口，在實務上提供後進校園創業團隊或是其他組織單位作為參考。本研究發現，社會網絡為校園創業團隊最重要的創業生態系統主體，是驅動其他主體要素和資訊的重要來源，進而促成創業資源的流動，建構創業生態系統的發展演化。此外，校園創業團隊於不同階段創業歷程的發展所需的資源有所不同，因而由校園內部轉向外部的創業生態系統的主體接觸，促使校園創業團隊與創業生態系統的主體建立互動和連結的發展過程中培養其吸收能力以取得競爭優勢。
Embracing the global entrepreneurial trend, Taiwan has also begun to raise this trend. In order to drive the energy of innovation and entrepreneurship in Taiwan, combined with the strength of the private sector, enterprises and the government, various incentive programs and policy incentives have been launched to drive the entrepreneurial trend. Therefore, universities began to offer the relevant entrepreneurship programs and organize various startup competitions to motivate students to put into startup. There are also some excellent campus entrepreneurial team went on to start companies after graduation. In addition, it is also leading many researchers focused on discussing about the relational configuration of entrepreneurial ecosystems and its process and evolution.The propose of this study was to discover how campus entrepreneurial team interact with entrepreneurial ecosystem entities during the entrepreneurial process by using the microfoundations of dynamic capability theory. Dcard and Blink Tour are selected for this study and looking forward to explore the interaction and connection between the campus entrepreneurial team and the entrepreneurial ecosystems. This study was conducted to carry out the research gap in the studies of the campus entrepreneurial team and entrepreneurial ecosystems while adopt in microfoundations of dynamic capability relevant theory in academia whereas in practical as well as provide succeeding campus entrepreneurial teams or other organizations as a guideline.The study revealed that social networks is the most important entrepreneurial ecosystem entities for campus entrepreneurial team to drive others entities or elements and importance source of information, which foster the flow of entrepreneurial resources and create the process and evolution of entrepreneurial ecosystems. Moreover, campus entrepreneurial team require different kind of resources at vary entrepreneurial process, therefore they access these entrepreneurial ecosystem entities from the campus within external and also want to facilitate the campus entrepreneurial team which have absorptive capacity between the interaction and connection of entrepreneurial ecosystem entities to gain competitive advantage.參考文獻 一、英文文獻1.Amit, R., & Schoemaker, P. J. H. (1993). Strategic Assets and Organizational Rent. Strategic Management Journal, 14(1), 33-46. doi:10.1002/smj.42501401052.Argyres, N. S. (1995). Technology Strategy, Governance Structure and Interdivisional Coordination. Journal of Economic Behavior & Organization, 28(3), 337-358. doi:10.1016/0167-2681(95)00039-93.Audretsch, D. B., & Belitski, M. (2017). Entrepreneurial Ecosystems in Cities: Establishing the Framework Conditions. The Journal of Technology Transfer, 42(5), 1030-1051. doi:10.1007/s10961-016-9473-84.Benbasat, I., Goldstein, D. K., & Mead, M. (1987). The Case Research Strategy in Studies of Information Systems. MIS Quarterly, 11(3), 369-386. doi:10.2307/2486845.Casper, S. (2007). How Do Technology Clusters Emerge and Become Sustainable? Social Network Formation and Inter-firm Mobility within the San Diego Biotechnology Cluster. Research Policy, 36(4), 438-455. doi:10.1016/j.respol.2007.02.0186.Chesbrough, H. (2003). Open Innovation: The New Imperative for Creating and Profiting From Technology (Vol. 21). Boston, MA: Harvard Business School Press.7.Cohen, B. (2006). Sustainable Valley Entrepreneurial Ecosystems. Business Strategy and the Environment, 15(1), 1-14. doi:10.1002/bse.4288.Cukier, D., Kon, F., & Lyons, T. (2016). Software Startup Ecosystems Evolution - The New York City Case Study. Paper presented at the 2nd International Workshop on Software Startups, Trondheim, Norway.9.Eisenhardt, K. M. (1989). Building Theories from Case Study Research. The Academy of Management Review, 14(4), 532-550. doi:10.2307/25855710.Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic Capabilities: What Are They? Strategic Management Journal, 21(10‐11), 1105-1121. doi:10.1002/1097-0266(200010/11)21:10/11<1105::AID-SMJ133>3.0.CO;2-E11.Feld, B. (2012). Startup Communities: Building an Entrepreneurial Ecosystem in Your City. Hoboken, New Jersey: John Wiley & Sons, Inc.12.Graham, R. (2014). Creating University-based Entrepreneurial Ecosystems: Evidence from Emerging World Leaders. Retrieved January 22, 2019, from http://www.rhgraham.org/resources/MIT:Skoltech-entrepreneurial-ecosystems-report-2014-.pdf13.Greene, P. G., Rice, M. P., & Fetters, M. L. (2010). University-based Entrepreneurship Ecosystems: Framing the Discussion. In The Development of University-Based Entrepreneurship Ecosystems: Global Practices. Cheltenham, UK: Edward Elgar Publishing, Inc.14.Helfat, C. E. (1997). 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Cognition and Capabilities: Opportunities Seized and Missed in the History of the Computer Industry. Retrieved March 9, 2019, from http://web.uconn.edu/langlois/garud.pdf20.Mack, E., & Mayer, H. (2016). The Evolutionary Dynamics of Entrepreneurial Ecosystems. Urban Studies, 53(10), 2118-2133. doi:10.1177/004209801558654721.Malecki, E. J. (2018). Entrepreneurship and Entrepreneurial Ecosystems. Geography Compass, 12(3). doi:10.1111/gec3.1235922.Mason, C., & Brown, R. (2014). Entrepreneurial Ecosystems and Growth Oriented Entrepreneurship. Final Report to OECD, Paris. Retrieved February 18, 2019, from http://lib.davender.com/wp-content/uploads/2015/03/Entrepreneurial-ecosystems-OECD.pdf23.Mody, A. (1993). Learning through Alliances. Journal of Economic Behavior & Organization, 20(2), 151-170. doi:10.1016/0167-2681(93)90088-724.Molin, M. J. (2000). “Dynamic Capabilities, How Can We Make Them Work?”. Working paper. 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Reflections on “Profiting from Innovation”. Research Policy, 35(8), 1131-1146. doi:10.1016/j.respol.2006.09.00941.Teece, D. J. (2007). Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance. Strategic Management Journal, 28(13), 1319-1350. doi:10.1002/smj.64042.Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7), 509-533. doi:10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z43.Theodoraki, C., & Messeghem, K. (2017). Exploring the Entrepreneurial Ecosystem in The Field of Entrepreneurial Support: A Multi-level Approach. 31, 47-66. doi:10.1504/IJESB.2017.08384744.Yin, R. K. (1994). Case Study Research: Design and methods. Thousand Oaks, CA: Sage Publications Inc.45.Zahra, S. A., & George, G. (2002). Absorptive Capacity: A Review, Reconceptualization, and Extension. 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Strategic Management Journal, 24(2), 97-125. doi:10.1002/smj.288二、中文文獻1.林淑馨 （2010）。《質性研究：理論與實務》。台北：巨流。2.胡幼慧 （1996）。《質性研究：理論、方法及本土女性主義研究實例》。台北：巨流。3.蕭瑞麟 （2017）。《不用數字的研究：質性研究的思辨脈絡》。台北市：五南。4.曾靉（2018年5月10日）。5年打造每月800萬不重複訪客，社群新星Dcard如何崛起？ 數位時代。上網日期2019年4月1日。檢自：https://pse.is/J68G7 。5.創新創業激勵計劃（2018年10月18日）。Dcard共同創辦人兼執行長林裕欽: 「下一步，想讓台灣被世界看見！」。Meet創業小聚。上網日期2019年4月1日。檢自：https://pse.is/HMH67 。6.蕭玉品（2017年8月30日）。Dcard黏住學生族眼球 竄升全球最大匿名社群平台。遠見雜誌。上網日期2019年3月28日。檢自：https://pse.is/HZP5S 。7.加分誌（2018年10月1日）。參加盲旅行，從第一天到最後一天都有驚喜等著你。My Plus加分誌。上網日期2019年4月15日。檢自：https://pse.is/JRWF2。8.林春旭（2017年3月1日）。不知道玩什麼的「盲旅」 你敢嘗鮮嗎？鏡週刊。上網日期2019年4月14日。檢自：https://pse.is/HAA89 。9.藍立晴（2016年11月1日）。【台灣新創系列1】盲旅，給你一段未知旅程。匯流新聞網。上網日期2019年4月13日。檢自：https://pse.is/GT4TS 。 描述 碩士
國立政治大學
科技管理與智慧財產研究所
106364140資料來源 http://thesis.lib.nccu.edu.tw/record/#G0106364140 資料類型 thesis dc.contributor.advisor 鄭至甫 zh_TW dc.contributor.advisor Jeng, Jyh-Fu en_US dc.contributor.author (作者) 梁思敏 zh_TW dc.contributor.author (作者) Leong, Sze-Mun en_US dc.creator (作者) 梁思敏 zh_TW dc.creator (作者) Leong, Sze-Mun en_US dc.date (日期) 2019 en_US dc.date.accessioned 7-八月-2019 17:04:27 (UTC+8) - dc.date.available 7-八月-2019 17:04:27 (UTC+8) - dc.date.issued (上傳時間) 7-八月-2019 17:04:27 (UTC+8) - dc.identifier (其他 識別碼) G0106364140 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/125027 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 科技管理與智慧財產研究所 zh_TW dc.description (描述) 106364140 zh_TW dc.description.abstract (摘要) 在全球創業風潮席捲下，台灣也開始興起這股趨勢。為了驅動台灣創新創業的能量，結合民間、企業與政府的力量，推出各種激勵計劃與政策獎勵，以帶動創業風潮。因此，各大學府開始開設相關的創業課程，舉辦各種創業競賽鼓勵學生投入創業的行列，其中也不乏一些優秀的校園創業團隊畢業後成立新創公司。另一方面，亦帶動諸多學者聚焦於討論有關創業生態系統的組成內涵與發展演化。本研究以動態能力的微觀基礎的角度來切入，試圖解析出校園創業團隊在創業歷程中與創業生態系統是如何透過感應機會、掌握機會及轉化能力進而與創業生態系統的主體互動，創造成長動能。本研究以狄卡科技股份有限公司（Dcard）與盲旅股份有限公司（盲旅）為對象進行個案分析，期盼能探索出校園創業團隊與創業生態系統的互動與連結關係，在學術貢獻上能補足校園創業團隊與創業生態系統在動態能力的微觀基礎之下相關理論缺口，在實務上提供後進校園創業團隊或是其他組織單位作為參考。本研究發現，社會網絡為校園創業團隊最重要的創業生態系統主體，是驅動其他主體要素和資訊的重要來源，進而促成創業資源的流動，建構創業生態系統的發展演化。此外，校園創業團隊於不同階段創業歷程的發展所需的資源有所不同，因而由校園內部轉向外部的創業生態系統的主體接觸，促使校園創業團隊與創業生態系統的主體建立互動和連結的發展過程中培養其吸收能力以取得競爭優勢。 zh_TW dc.description.abstract (摘要) Embracing the global entrepreneurial trend, Taiwan has also begun to raise this trend. In order to drive the energy of innovation and entrepreneurship in Taiwan, combined with the strength of the private sector, enterprises and the government, various incentive programs and policy incentives have been launched to drive the entrepreneurial trend. Therefore, universities began to offer the relevant entrepreneurship programs and organize various startup competitions to motivate students to put into startup. There are also some excellent campus entrepreneurial team went on to start companies after graduation. In addition, it is also leading many researchers focused on discussing about the relational configuration of entrepreneurial ecosystems and its process and evolution.The propose of this study was to discover how campus entrepreneurial team interact with entrepreneurial ecosystem entities during the entrepreneurial process by using the microfoundations of dynamic capability theory. Dcard and Blink Tour are selected for this study and looking forward to explore the interaction and connection between the campus entrepreneurial team and the entrepreneurial ecosystems. This study was conducted to carry out the research gap in the studies of the campus entrepreneurial team and entrepreneurial ecosystems while adopt in microfoundations of dynamic capability relevant theory in academia whereas in practical as well as provide succeeding campus entrepreneurial teams or other organizations as a guideline.The study revealed that social networks is the most important entrepreneurial ecosystem entities for campus entrepreneurial team to drive others entities or elements and importance source of information, which foster the flow of entrepreneurial resources and create the process and evolution of entrepreneurial ecosystems. Moreover, campus entrepreneurial team require different kind of resources at vary entrepreneurial process, therefore they access these entrepreneurial ecosystem entities from the campus within external and also want to facilitate the campus entrepreneurial team which have absorptive capacity between the interaction and connection of entrepreneurial ecosystem entities to gain competitive advantage. en_US dc.description.tableofcontents 第一章 緒論 1第一節 研究背景與動機 1第二節 研究目的與問題 3第三節 研究流程 4第二章 文獻探討 5第一節 創業生態系統的定義與內涵 5一、創業生態系統的定義 5二、創業生態系統的組成 7三、創業生態系統中的創業資源與社會網絡連結的互動 10第二節 校園創業生態系統 14第三節 動態能力 19一、動態能力定義與觀點 19二、動態能力的微觀基礎 24三、動態能力的微觀基礎與創新創組織之關係 31第三章 研究方法 33第一節 研究架構 33第二節 研究方法 34第三節 個案選擇 34第四節 資料蒐集與分析方式 35第四章 個案研究分析 37第一節 狄卡科技股份有限公司（Dcard） 37第二節 盲旅股份有限公司（盲旅） 51第五章 結論與建議 66第一節 討論與發現 66第二節 學術意涵與實務意涵 71一、學術意涵 71二、實務意涵 72第三節 研究限制與未來研究建議 73一、研究限制 73二、未來研究建議 73第四節 結論 74參考文獻 76一、英文文獻 76二、中文文獻 79附錄一：Dcard訪談大綱 81附錄二：盲旅訪談大綱（一） 82附錄三：盲旅訪談大綱（二） 83 zh_TW dc.format.extent 1877549 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0106364140 en_US dc.subject (關鍵詞) 校園創業團隊 zh_TW dc.subject (關鍵詞) 創業生態系統 zh_TW dc.subject (關鍵詞) 動態能力 zh_TW dc.subject (關鍵詞) 創業歷程 zh_TW dc.subject (關鍵詞) campus entrepreneurial team en_US dc.subject (關鍵詞) entrepreneurial ecosystem en_US dc.subject (關鍵詞) dynamic capability en_US dc.subject (關鍵詞) entrepreneurial process en_US dc.title (題名) 從動態能力觀點探討台灣校園創業團隊與創業生態系統之互動─以Dcard與盲旅為例 zh_TW dc.title (題名) Interaction between Taiwan’s Campus Entrepreneurial Team and Entrepreneurial Ecosystem from Dynamic Capability Perspective: A Case Study of Dcard and Blind Tour en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、英文文獻1.Amit, R., & Schoemaker, P. J. H. (1993). Strategic Assets and Organizational Rent. Strategic Management Journal, 14(1), 33-46. doi:10.1002/smj.42501401052.Argyres, N. S. (1995). Technology Strategy, Governance Structure and Interdivisional Coordination. Journal of Economic Behavior & Organization, 28(3), 337-358. doi:10.1016/0167-2681(95)00039-93.Audretsch, D. B., & Belitski, M. (2017). Entrepreneurial Ecosystems in Cities: Establishing the Framework Conditions. The Journal of Technology Transfer, 42(5), 1030-1051. doi:10.1007/s10961-016-9473-84.Benbasat, I., Goldstein, D. K., & Mead, M. (1987). The Case Research Strategy in Studies of Information Systems. MIS Quarterly, 11(3), 369-386. doi:10.2307/2486845.Casper, S. (2007). How Do Technology Clusters Emerge and Become Sustainable? Social Network Formation and Inter-firm Mobility within the San Diego Biotechnology Cluster. Research Policy, 36(4), 438-455. doi:10.1016/j.respol.2007.02.0186.Chesbrough, H. (2003). 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