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題名 台灣企業加速器現況之初探
A Preliminary Study of Corporate Accelerator in Taiwan作者 許巧蓁
Hsu, Chiao-Chen貢獻者 傅浚映
Fu, Jyun-Ying
許巧蓁
Hsu, Chiao-Chen關鍵詞 加速器
企業加速器
新創
政策網絡
Accelerators
Corporate Accelerators
Startups
Policy Networks日期 2020 上傳時間 1-七月-2020 14:03:43 (UTC+8) 摘要 全球新創投資蓬勃發展，根據台經院FINDIT統計，台灣超過半數的新創企業投資來自國內公司或公司創投，顯示在面對新興科技發展節奏加速下，台灣企業逐漸願意重視與新創合作的選項，除了單純投資目的外，為了在產業領域奮力保持競爭優勢，企業必須積極挖掘創新能量以應付日新月異的科技及商業模式，在企業與新創都需要彼此部分資源下，企業加速器模式將可能是個得以同時滿足雙方需求，帶來雙贏局面的合作模式。除了企業出自本身動機，台灣政府近年也因應5G建設即將完成及各種新興科技趨勢，大力鼓吹新創及加速器設立，不但修改公司法也提出多項新創補助政策，近期也為了建置完善的新創發展環境，也積極鼓勵企業設立加速器，加入共同協助新創的行列。本研究透過訪談三家設立加速器的國內企業，並透過企業的創設動機及目的、企業加速器設計及營運及目前成效等三個面向，對訪談內容進行統整分析，以對台灣目前企業加速器現況整理出基本的輪廓，並進一步聚焦企業於經營加速器的困難及提出相關建議。研究初步發現，企業設立加速器的動機、企業規模及產業，將影響後續加速器的類型、營運方式及企業內部調整，而儘管政府提出補助案意欲鼓勵企業參與新創活動，然而雙方對於目標的認知不同，使政策在設計上無法滿足企業對加速器模式的期待效益，將使出自好意的政策可能淪為虎頭蛇尾的窘境。
The global investment in ventures is booming. According to statistics of FINDIT from the Taiwan Institute of Economic Research, more than half of Taiwan ’s venture investment came from domestic companies or corporate venture capital. This phenomenon shows that under rapid development of new technologies, Taiwan’s corporates pay more attention on the options of cooperating with ventures than ever. In addition to the investment purpose, corporates have to actively acquire innovation to deal with ever-changing technologies and environment, with which to maintain competitive advantage in the industry. Under circumstances that both corporates and ventures need each other, corporate accelerator might be the way to meet the mutual demands and earn the win-win situation.Besides the corporates` motivations, the Taiwanese government also vigorously advocates the creation of new ventures and accelerators recently in response to the upcoming completion of 5G construction and various emerging technology trends. Not only has the company act been revised, but also lots of subsidies for startups have been proposed. To establish a friendly environment for startups, Taiwanese government recently also encourages the set-up of corporate accelerators.In the research, three domestic companies that setting up the accelerators were interviewed under three aspects(the motivations and purposes, design and operation, performance analysis). After analyzing the contents of the interviews, we can outline the current status of the corporate accelerators in Taiwan, which can provide further advice to improve the operation of the corporate accelerators.The research initially found that the motivation, scale and industry of the enterprises will affect the types and operations of corporate accelerators, and even the organizations of the enterprises. And although the government provides subsidies to encourage corporates to assist in startups, the difference of their purposes cause the design of the policy fail to satisfy the expectation that corporates hold toward the startups. Without further investigation and adjustments, the policy with good intentions might end up with nothing.參考文獻 中文文獻1.林秀雲 譯(2013)。社會科學研究方法。臺北：雙葉。2.紐文英(2018)。質性研究方法與論文寫作。臺北：雙葉。3.張凱惠(2014)。新創企業加速中 主要國家創業加速器計畫之分析。臺灣經濟研究月刊，37(6)。4.陳君毅(2019)。解密新創年度募資三大趨勢：B輪募資偏少，還有2個「新玩家」登入戰場。數位時代。瀏覽於2020/3/10。https://www.bnext.com.tw/article/55417/startups-survey-2019-25.萬文隆(2004)。深度訪談在質性研究中的應用，生活科技教育月刊，37(4)。英文文獻1.Aldrich, H. E., M. Ruef, (2006). Organizations evolving. London: Sage.2.Allen, D. N., M. L. Weinberg (1988). State investment in business incubators. Public Administration Quarterly, 12(2), 196-215. url: https://www.jstor.org/stable/40861417?seq=1#metadata_info_tab_contents3.Armanios, D. E., C. E. Eesley, J. Li, and K. M. Eisenhardt (2017). How entrepreneurs leverage institutional intermediaries in emerging economies to acquire public resources. Strategic Management Journal, 38: 1373–1390.4.Bauer, Stefan; Obwegeser, Nikolaus; and Avdagic, Zlatko (2016). Corporate Accelerators: Transferring Technology Innovation to Incumbent Companies. MCIS 2016 Proceedings. Paper 57. http://aisel.aisnet.org/mcis2016/575.Bliemel, M., R. Flores (2014) Accelerate Australia Far: Exploring the Emergence of Seed Accelerators within the Innovation Ecosystem Down-Under. Presented at the Australian Centre for Entrepreneurship Research Exchange, February 4-7, 2013, Sydney, NSW6.Bonzom, A., S. Netessine (2016). #500 Corporations: How do the World’s Biggest Companies Deal with the Startup Revolution? 500 Startups&INSEAD, url: https://www.insead.edu/news/2016-insead-and-500-startups-report7.Christensen, C. M., M. E. Raynor, R. McDonald (2015). What is Disruptive Innovation? Harvard Business Review. 93 (12), 44–53.8.Clayton, P., M. Feldman, N. Lowe, (2018). Behind the scenes: intermediary organizations that facilitate science commercialization through entrepreneurship. Academy of Management Perspectives. 32 (1), 104–124.9.Cohen, Susan. (2013). What do Accelerators Do? Insights from Incubators and Angels. Innovations: Technology | Governance | Organizations 8 (3–4, Summer–Fall): 19–25.10.Cohen, S., Y. V. Hochberg (2014). Accelerating Startups: The Seed Accelerator Phenomenon. SSRN.11.Cohen, S. L., C. B. Bingham, B. L. Hallen (2019). The role of accelerator designs in mitigating bounded rationality in New Ventures. Adm. Sci. Q 64(4), 810-854.12.Cohen, S., D. C. Fehder, Y. V. Hochberg, F. Murray (2019). The design of startup accelerators. Research Policy, 48(7), 1781-1797.13.Dempwolf, C.S., J. Auer, M. D`Ippolito (2014). Innovation accelerators: Defining characteristics among startup assistance organizations. Published online at Small Business Administration: www.sba.gov/advocacy.14.Dushnitsky, G., M. J. Lenox (2005). When do incumbents learn from entrepreneurial ventures? Corporate venture capital and investing firm innovation rates. Research Policy, 34(5), 615—639.15.Goswami, K., J. R. Mitchell, S. Bhagavatula (2017) Accelerator Expertise: Understanding the Intermediary Role of Accelerators in the Development of the Bangalore Entrepreneurial Ecosystem. url: https://www.researchgate.net/publication/32091739416.Gutmann, T., D. Kanbach, S. Seltman (2019). Exploring the benefits of corporate accelerators: investigating the SAP Industry 4.0 Startup Program. Problems and Perspectives in Management, 17(3), 218-232.17.Hallen, B. L., C. B. Bingham, S. L. Cohen (2014) Do Accelerators accelerate? A study of venture accelerators as a path to success. Academy of Management Annual Meeting Proceedings, 1, 12955.18.Hallen, B. L., Cohen, S. L., & Bingham, C. B. (2020). Do Accelerators Work? If So, How?. Organization Science, 31(2), 378-41419.Haltiwanger, J. C., R. S. Jarmin, J. Miranda (2012). Business dynamics statistics briefing: Where have all the young firms gone? SSRN.20.Hathaway, Ian (2016). Accelerating growth: Startup accelerator programs in the United States. In: Brookings. url: https://www.brookings.edu/research/accelerating-growth-startup-accelerator-programs-in-the-united-states/ (visited on 02/18/2020).21.Heinemann, Florian (2016). Database of Corporate Accelerators: https://corporate-accelerators.net/database/index.html22.Hochberg, Y. V. (2016) Accelerating Entrepreneurs and Ecosystems: The Seed Accelerator Model. Innovation policy and the economy. 16(1). (p.25-51)23.Hoffman, D. L., N. Radojevich-Kelley (2012). Analysis of Accelerator Companies: An Exploratory Case Study of Their Programs, Processes, and Early Results. Small Business Institute Journal, 8(2), 54–70.24.Isabelle, Diane A. (2013). Key Factors Affecting a Technology Entrepreneur`s Choice of Incubator or Accelerator. Technology Innovation Management Review, no. February 2013: Platforms, Communities, and Business Ecosystems: 16–22.25.Kanbach, D. K., S. Stubner (2016). Corporate accelerators as recent form of startup engagement: the what, the why, and the how. The Journal of Applied Business Research, 32 (6), 1761–1776.26.Kim, Jin-Hyuk, L. Wagman (2014) Portfolio Size and Information Disclosure: An Analysis of Startup Accelerators. J. Corp. Financ., 29, 520-534.27.Kohler, Thomas (2016). Corporate accelerators: Building bridges between corporations and startups. Business Horizons, 59, 347–357.28.Kurpjuweit, S. (2018). Partnering with new venture suppliers: A dynamic capabilities approach. Academy of Management Proceedings, url: https://journals.aom.org/doi/10.5465/AMBPP.2018.15138abstract29.Ma, H., T.Q. Liu, R. Karri (2016). Internal corporate venturing: Intrapreneurs, Institutions and Initiatives. Organizational Dynamics, 45, 114–123.30.McEvily, B., A. Zaheer (1999). Bridging Ties: A source of firm heterogeneity in competitive capabilities. Strat. Mgmt. J., 20, 1133–1156.31.Moschner, S., A. A. Fink, S. Kurpjuweit, S. M. Wagner, C. Herstatt, (2019). Toward a better understanding of corporate accelerator models. Business Horizons, 62, 637-647.32.Miller, P., K. Bound. (2011). The Start-Up Factory: the rise of accelerator programmes to support new technology ventures. NESTA, Discussion paper.33.Ringel, M., A. Taylor, H. Zablit (2017). The most innovative companies 2016. The Boston Consulting Group.Rothaermel, Frank T., M. Thursby (2005a). Incubator Firm Failure or Graduation?: The Role of University Linkages. Res. Policy 34 (7), 1076–1090.34.Rothaermel, Frank T., M. Thursby (2005b). University-incubator firm knowledge flows: assessing their impact on incubator firm performance. Res. Policy 34, 305–320.35.Shankar, R. K., D. A. Shepherd (2019). Accelerating strategic fit or venture emergence: Different paths adopted by corporate accelerators. Journal of Business Venturing.36.Sine, W. D., R. J. David, H. Mitsuhashi (2007). From plan to plant: effects of certification on operational start-up in the emergent independent power sector. Organization Science, 18(4), 578–594.37.Vandeweghe, L., J. Y. Fu (2018). Accelerators: Successful Venture Creation and Growth (p.37-57): Edward Elgar Publishing38.Weiblen, T., H. W. Chesbrough (2015). Engaging with startups to enhance corporate innovation. California Management Review, 57(2), 66–90.39.Winston Smith, S., T. J. Hannigan, L. Gasiorowski (2013). Accelerators and Crowd-Funding: Complementarity, Competition, or Convergence in the Earliest Stages of Financing New Ventures? SSRN.40.Yu, S. (2020). How do accelerators impact the performance of high-technology ventures?. Management Science, 66(2), 530-552. 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
107363040資料來源 http://thesis.lib.nccu.edu.tw/record/#G0107363040 資料類型 thesis dc.contributor.advisor 傅浚映 zh_TW dc.contributor.advisor Fu, Jyun-Ying en_US dc.contributor.author (作者) 許巧蓁 zh_TW dc.contributor.author (作者) Hsu, Chiao-Chen en_US dc.creator (作者) 許巧蓁 zh_TW dc.creator (作者) Hsu, Chiao-Chen en_US dc.date (日期) 2020 en_US dc.date.accessioned 1-七月-2020 14:03:43 (UTC+8) - dc.date.available 1-七月-2020 14:03:43 (UTC+8) - dc.date.issued (上傳時間) 1-七月-2020 14:03:43 (UTC+8) - dc.identifier (其他 識別碼) G0107363040 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/130654 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 107363040 zh_TW dc.description.abstract (摘要) 全球新創投資蓬勃發展，根據台經院FINDIT統計，台灣超過半數的新創企業投資來自國內公司或公司創投，顯示在面對新興科技發展節奏加速下，台灣企業逐漸願意重視與新創合作的選項，除了單純投資目的外，為了在產業領域奮力保持競爭優勢，企業必須積極挖掘創新能量以應付日新月異的科技及商業模式，在企業與新創都需要彼此部分資源下，企業加速器模式將可能是個得以同時滿足雙方需求，帶來雙贏局面的合作模式。除了企業出自本身動機，台灣政府近年也因應5G建設即將完成及各種新興科技趨勢，大力鼓吹新創及加速器設立，不但修改公司法也提出多項新創補助政策，近期也為了建置完善的新創發展環境，也積極鼓勵企業設立加速器，加入共同協助新創的行列。本研究透過訪談三家設立加速器的國內企業，並透過企業的創設動機及目的、企業加速器設計及營運及目前成效等三個面向，對訪談內容進行統整分析，以對台灣目前企業加速器現況整理出基本的輪廓，並進一步聚焦企業於經營加速器的困難及提出相關建議。研究初步發現，企業設立加速器的動機、企業規模及產業，將影響後續加速器的類型、營運方式及企業內部調整，而儘管政府提出補助案意欲鼓勵企業參與新創活動，然而雙方對於目標的認知不同，使政策在設計上無法滿足企業對加速器模式的期待效益，將使出自好意的政策可能淪為虎頭蛇尾的窘境。 zh_TW dc.description.abstract (摘要) The global investment in ventures is booming. According to statistics of FINDIT from the Taiwan Institute of Economic Research, more than half of Taiwan ’s venture investment came from domestic companies or corporate venture capital. This phenomenon shows that under rapid development of new technologies, Taiwan’s corporates pay more attention on the options of cooperating with ventures than ever. In addition to the investment purpose, corporates have to actively acquire innovation to deal with ever-changing technologies and environment, with which to maintain competitive advantage in the industry. Under circumstances that both corporates and ventures need each other, corporate accelerator might be the way to meet the mutual demands and earn the win-win situation.Besides the corporates` motivations, the Taiwanese government also vigorously advocates the creation of new ventures and accelerators recently in response to the upcoming completion of 5G construction and various emerging technology trends. Not only has the company act been revised, but also lots of subsidies for startups have been proposed. To establish a friendly environment for startups, Taiwanese government recently also encourages the set-up of corporate accelerators.In the research, three domestic companies that setting up the accelerators were interviewed under three aspects(the motivations and purposes, design and operation, performance analysis). After analyzing the contents of the interviews, we can outline the current status of the corporate accelerators in Taiwan, which can provide further advice to improve the operation of the corporate accelerators.The research initially found that the motivation, scale and industry of the enterprises will affect the types and operations of corporate accelerators, and even the organizations of the enterprises. And although the government provides subsidies to encourage corporates to assist in startups, the difference of their purposes cause the design of the policy fail to satisfy the expectation that corporates hold toward the startups. Without further investigation and adjustments, the policy with good intentions might end up with nothing. 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 2第三節 研究架構 3第二章 文獻探討 4第一節 加速器概況 4第二節 企業加速器 9第三節 企業加速器之外部環境 20第三章 研究設計 24第一節 研究架構 24第二節 研究方法 25第三節 研究範圍與對象 26第四章 個案探討與分析 27第一節 受訪企業概要 27第二節 個案一(A公司) 27第三節 個案二(B公司) 33第四節 個案三(C公司) 37第五節 個案統整 41第五章 研究結論與限制 44第一節 研究結論 44第二節 研究限制 55第三節 研究建議 56參考文獻 57 zh_TW dc.format.extent 2621135 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0107363040 en_US dc.subject (關鍵詞) 加速器 zh_TW dc.subject (關鍵詞) 企業加速器 zh_TW dc.subject (關鍵詞) 新創 zh_TW dc.subject (關鍵詞) 政策網絡 zh_TW dc.subject (關鍵詞) Accelerators en_US dc.subject (關鍵詞) Corporate Accelerators en_US dc.subject (關鍵詞) Startups en_US dc.subject (關鍵詞) Policy Networks en_US dc.title (題名) 台灣企業加速器現況之初探 zh_TW dc.title (題名) A Preliminary Study of Corporate Accelerator in Taiwan en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文文獻1.林秀雲 譯(2013)。社會科學研究方法。臺北：雙葉。2.紐文英(2018)。質性研究方法與論文寫作。臺北：雙葉。3.張凱惠(2014)。新創企業加速中 主要國家創業加速器計畫之分析。臺灣經濟研究月刊，37(6)。4.陳君毅(2019)。解密新創年度募資三大趨勢：B輪募資偏少，還有2個「新玩家」登入戰場。數位時代。瀏覽於2020/3/10。https://www.bnext.com.tw/article/55417/startups-survey-2019-25.萬文隆(2004)。深度訪談在質性研究中的應用，生活科技教育月刊，37(4)。英文文獻1.Aldrich, H. E., M. Ruef, (2006). Organizations evolving. London: Sage.2.Allen, D. N., M. L. Weinberg (1988). State investment in business incubators. Public Administration Quarterly, 12(2), 196-215. url: https://www.jstor.org/stable/40861417?seq=1#metadata_info_tab_contents3.Armanios, D. E., C. E. Eesley, J. Li, and K. M. Eisenhardt (2017). How entrepreneurs leverage institutional intermediaries in emerging economies to acquire public resources. Strategic Management Journal, 38: 1373–1390.4.Bauer, Stefan; Obwegeser, Nikolaus; and Avdagic, Zlatko (2016). Corporate Accelerators: Transferring Technology Innovation to Incumbent Companies. MCIS 2016 Proceedings. Paper 57. http://aisel.aisnet.org/mcis2016/575.Bliemel, M., R. Flores (2014) Accelerate Australia Far: Exploring the Emergence of Seed Accelerators within the Innovation Ecosystem Down-Under. Presented at the Australian Centre for Entrepreneurship Research Exchange, February 4-7, 2013, Sydney, NSW6.Bonzom, A., S. Netessine (2016). #500 Corporations: How do the World’s Biggest Companies Deal with the Startup Revolution? 500 Startups&INSEAD, url: https://www.insead.edu/news/2016-insead-and-500-startups-report7.Christensen, C. M., M. E. Raynor, R. McDonald (2015). What is Disruptive Innovation? Harvard Business Review. 93 (12), 44–53.8.Clayton, P., M. Feldman, N. Lowe, (2018). Behind the scenes: intermediary organizations that facilitate science commercialization through entrepreneurship. Academy of Management Perspectives. 32 (1), 104–124.9.Cohen, Susan. (2013). What do Accelerators Do? Insights from Incubators and Angels. Innovations: Technology | Governance | Organizations 8 (3–4, Summer–Fall): 19–25.10.Cohen, S., Y. V. Hochberg (2014). Accelerating Startups: The Seed Accelerator Phenomenon. SSRN.11.Cohen, S. L., C. B. Bingham, B. L. Hallen (2019). The role of accelerator designs in mitigating bounded rationality in New Ventures. Adm. Sci. Q 64(4), 810-854.12.Cohen, S., D. C. Fehder, Y. V. Hochberg, F. Murray (2019). The design of startup accelerators. Research Policy, 48(7), 1781-1797.13.Dempwolf, C.S., J. Auer, M. D`Ippolito (2014). Innovation accelerators: Defining characteristics among startup assistance organizations. Published online at Small Business Administration: www.sba.gov/advocacy.14.Dushnitsky, G., M. J. Lenox (2005). When do incumbents learn from entrepreneurial ventures? Corporate venture capital and investing firm innovation rates. Research Policy, 34(5), 615—639.15.Goswami, K., J. R. Mitchell, S. Bhagavatula (2017) Accelerator Expertise: Understanding the Intermediary Role of Accelerators in the Development of the Bangalore Entrepreneurial Ecosystem. url: https://www.researchgate.net/publication/32091739416.Gutmann, T., D. Kanbach, S. Seltman (2019). Exploring the benefits of corporate accelerators: investigating the SAP Industry 4.0 Startup Program. Problems and Perspectives in Management, 17(3), 218-232.17.Hallen, B. L., C. B. Bingham, S. L. 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