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題名 學生創業如何達到產品市場配適階段:資源拼湊和實效決策觀點
How Student Startups Reach the Stage of Product-Market Fit : Bricolage and Effectuation Perspectives作者 鄭博元
Jeng, Bo-Yuan貢獻者 溫肇東
鄭博元
Jeng, Bo-Yuan關鍵詞 學生創業
資源拼湊
實效決策
智慧資本
Student startups
Bricolage
Effectuation
Intellectual capital日期 2022 上傳時間 10-Feb-2022 13:20:00 (UTC+8) 摘要 在資訊越來越透明且科技進步的現今，創業啟動門檻越來越低但成功卻更難了，許多新創事業尚未穩定營運就燒光資金陣亡。過往研究中，資源扮演企業競爭優勢重要的角色，但實際上多數創業家在創業初期都沒有資源，在資源匱乏的狀態下如何扭轉劣勢度過創業死亡低谷達到產品/市場配適階段，是本研究想探討的議題。其中，學生創業又屬資源最匱乏的一群人，於是本研究針對不同產業且資源最匱乏的學生創業，以資源拼湊、實效決策觀點做敘述性研究，探討學生創業在創業歷程中如何藉由拼湊活動及實效決策度過一關關難關達到產品/市場配適階段。研究選擇六家相對成熟或曾經校園內知名如Goodnight App、College Bike、城市浪人等學生創業團隊，依照創業階段進行訪談並歸納，最終在不同創業階段中皆有得出一些洞察，如問題/解決方案配適階段時，因時間性與資金壓力迫使團隊進行拼湊活動，將就著用手邊資源進而創造出產品差異化，找到初期屬於自己的利基市場; 產品/市場配適階段時，為了控制營業額與支出，決策模式開始從實效決策轉換成因果論的模式; 隨著公司成長開始增聘員工時，如何建構標準作業流程等歷程分析，皆完整整理在本篇論文中，希望研究結果能讓第一次進行創業活動的讀者在創業歷程中面臨困難時，能系統性地評估並提出對應的解決方案最終達到產品/市場配適階段。
With the ever-increasing information transparency and the advance of science and technology, the entry barrier for starting a business is diminishing, however, it is becoming harder to succeed. Numerous startups fail due to insufficient capital before reaching operational stability. Previous research suggested that enterprises crucially relied on resources to gain competitive advantages, yet, practically most of the entrepreneurs nowadays do not have the resource to compete in the early stage. The primary goal of this research is to discover how does a company navigates through shallow waters and reaches the stage of product-market fit.Markedly, student startups struggle with resource accumulation the most. Hence, this study investigates the process of bricolage and effectuation decisions towards getting the entrepreneurs of different industries with the scarcest resources to obtain the stage of market-product fit.Structured interviews were conducted with six participants, namely Goodnight App, College Bike, City Wanderer among others, who are either relatively mature or well-known student startups, in accordance with the stages of a startup. In conclusion, in the stage of problem-solution fit, to reduce the time and financial pressure, the startup crew were forced to attempt a bricolage of resources at hand to create product differentiation in terms of setting the foundation of a niche market in the early stage. As for the stage of product-market fit, to control revenue and cost, the decision model pivot into the causal decision from effectuation ones. As the company grows, it starts to recruit more employees and build the standard operation process. The analysis of the process is fully covered in this paper. This paper aims to help the readers who are encountering obstacles while operating a business startup by systematically assessing the solutions and eventually reaching the stage of product-market fit.參考文獻 Andreessen, M.(2007). Part 4：“The only thing that matters”,The PMARCA GUIDE TO STARTUPS.https://pmarchive.com/guide_to_startups_part4.htmlBaker T, Nelson R. (2005). Creating something from nothing: resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50: 329–366.Barney, J. B. (1991). Firm resource and sustained competitive advantage. Journal of Management, 17: 99-120.Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of management, 27(6), 643-650.Bontis N. (1999). Managing Organizational Knowledge by Diagnosing Intellectual Capital: Framing and Advancing the State of the Field. International Journal of Technology Management, 18(5/6/7/8), 433-463.Creswell, J. W. (2007). Qualitative inquiry and research design: Choosing among five approaches (2nd ed.). Sage Publications, Inc.Edvinsson, Leif ., Michael, S. Malone. (1997). Intellectual Capital: Realizing Your. Company’s True Value by Finding Its Hidden Roots. HarperCollins Publishers, Inc., New York.Galbraith JK .(1969). The consequences of technology. Journal of Accountancy, 127: 44–56.Kogut, B., Zander, U. (1992). Knowledge of the firm, combi- native capabilities and the replication of technology. Organization Science, 3: 383-397.Lévi-Strauss, C. (1966). The savage mind. Chicago, University of Chicago Press.Nelson RR, Winter SG. (1982). The Schumpeterian trade-off revisited. American Economic Review, 72: 114 – 132.Newbert, S. L. (2007). Empirical research on resource-based view of the firm: an assessment and suggestions for future research. Strategic Management Journal, 28, 121–46.Penrose, E. (1959). The Theory of the Firm. New York, NY: Oxford University Press.Porter, M.E. (1979). How competitive forces shape strategy. Harvard Business Review, 57(2), 137–145.Sarasvathy, S.D.(2001). Causation and effectuation: toward a theoretical shift from economic inevitability to entrepreneurial contingency. The Academy of Management Review, 26 (2), 243.Schumpeter, J. (1934). Review of Robinson’s Economics of Imperfect Competition. Journal of Political Economy, 42(2): 249-259.Senyard, J., Baker, T., Steffens, P., & Davidsson, P. (2014). Bricolage as a path to innovativeness for resource‐constrained firms. Journal of Product Innovation Management, 31(2): 211-230Stewart, T.A. (1991, June 3). Brainpower: how intellectual capital is becoming America’s most valuable asset. Fortune, 44-60.Teece, DJ. (1984). Economic analysis and strategic management. California Management Review, 36(3), 172–194.Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7): 509–533.Teece, D. J.(2007).Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance, Strategic Management Journal.Wernerfelt, B. (1984). A resource-based view of the firm. Strategic management journal, 5(2),171-180. 描述 碩士
國立政治大學
科技管理與智慧財產研究所
104753019資料來源 http://thesis.lib.nccu.edu.tw/record/#G0104753019 資料類型 thesis dc.contributor.advisor 溫肇東 zh_TW dc.contributor.author (Authors) 鄭博元 zh_TW dc.contributor.author (Authors) Jeng, Bo-Yuan en_US dc.creator (作者) 鄭博元 zh_TW dc.creator (作者) Jeng, Bo-Yuan en_US dc.date (日期) 2022 en_US dc.date.accessioned 10-Feb-2022 13:20:00 (UTC+8) - dc.date.available 10-Feb-2022 13:20:00 (UTC+8) - dc.date.issued (上傳時間) 10-Feb-2022 13:20:00 (UTC+8) - dc.identifier (Other Identifiers) G0104753019 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/138993 - 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) 104753019 zh_TW dc.description.abstract (摘要) 在資訊越來越透明且科技進步的現今，創業啟動門檻越來越低但成功卻更難了，許多新創事業尚未穩定營運就燒光資金陣亡。過往研究中，資源扮演企業競爭優勢重要的角色，但實際上多數創業家在創業初期都沒有資源，在資源匱乏的狀態下如何扭轉劣勢度過創業死亡低谷達到產品/市場配適階段，是本研究想探討的議題。其中，學生創業又屬資源最匱乏的一群人，於是本研究針對不同產業且資源最匱乏的學生創業，以資源拼湊、實效決策觀點做敘述性研究，探討學生創業在創業歷程中如何藉由拼湊活動及實效決策度過一關關難關達到產品/市場配適階段。研究選擇六家相對成熟或曾經校園內知名如Goodnight App、College Bike、城市浪人等學生創業團隊，依照創業階段進行訪談並歸納，最終在不同創業階段中皆有得出一些洞察，如問題/解決方案配適階段時，因時間性與資金壓力迫使團隊進行拼湊活動，將就著用手邊資源進而創造出產品差異化，找到初期屬於自己的利基市場; 產品/市場配適階段時，為了控制營業額與支出，決策模式開始從實效決策轉換成因果論的模式; 隨著公司成長開始增聘員工時，如何建構標準作業流程等歷程分析，皆完整整理在本篇論文中，希望研究結果能讓第一次進行創業活動的讀者在創業歷程中面臨困難時，能系統性地評估並提出對應的解決方案最終達到產品/市場配適階段。 zh_TW dc.description.abstract (摘要) With the ever-increasing information transparency and the advance of science and technology, the entry barrier for starting a business is diminishing, however, it is becoming harder to succeed. Numerous startups fail due to insufficient capital before reaching operational stability. Previous research suggested that enterprises crucially relied on resources to gain competitive advantages, yet, practically most of the entrepreneurs nowadays do not have the resource to compete in the early stage. The primary goal of this research is to discover how does a company navigates through shallow waters and reaches the stage of product-market fit.Markedly, student startups struggle with resource accumulation the most. Hence, this study investigates the process of bricolage and effectuation decisions towards getting the entrepreneurs of different industries with the scarcest resources to obtain the stage of market-product fit.Structured interviews were conducted with six participants, namely Goodnight App, College Bike, City Wanderer among others, who are either relatively mature or well-known student startups, in accordance with the stages of a startup. In conclusion, in the stage of problem-solution fit, to reduce the time and financial pressure, the startup crew were forced to attempt a bricolage of resources at hand to create product differentiation in terms of setting the foundation of a niche market in the early stage. As for the stage of product-market fit, to control revenue and cost, the decision model pivot into the causal decision from effectuation ones. As the company grows, it starts to recruit more employees and build the standard operation process. The analysis of the process is fully covered in this paper. This paper aims to help the readers who are encountering obstacles while operating a business startup by systematically assessing the solutions and eventually reaching the stage of product-market fit. en_US dc.description.tableofcontents 目錄第一章 緒論 1第一節 研究動機與目的 1第二節 研究問題 2第三節 研究流程 3第二章 文獻探討 4第一節 產品市場配適理論 ( Product/Market Fit ) 4第二節 資源相關理論 6壹、資源基礎理論 6貳、動態能耐理論 6參、智慧資本理論 7肆、資源拼湊理論 8伍、小結 10第三節 實效決策理論 11壹、實效決策 11貳、因果理論與實效決策理論的比較 12第三章 研究方法 14第一節 研究架構 15第二節 研究操作性定義 16第三節 訪談綱要設計 19第四章 個案公司描述 20第一節 魔法科學班台大師資群 21第二節 Goodnight 34第三節 城市浪人 49第四節 PicSee 63第五節 Jane One Piece 手工皮件 69第六節 CollegeBike 78第五章 個案分析與研究發現 84第一節 個案整理與比較 84第二節 新創事業歷程分析 85第三節 新創事業在創業初期，如何藉由資源拼湊克服資源匱乏、資金不足困境，經營至產品市場配適階段？ 92第四節藉由資源拼湊做出產品原型產品與一般傳統生意的差異性 99第五節 新創事業從零到產品市場配適階段決策模式轉變為何？ 105第六節 學生創業在資源拼湊中累積了哪些智慧資本，並轉換成成哪些新市場機會？ 110第六章 結論與建議 119第一節 研究結論 119第二節 研究貢獻 125第三節 研究限制 127參考文獻 128 zh_TW dc.format.extent 5915142 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0104753019 en_US dc.subject (關鍵詞) 學生創業 zh_TW dc.subject (關鍵詞) 資源拼湊 zh_TW dc.subject (關鍵詞) 實效決策 zh_TW dc.subject (關鍵詞) 智慧資本 zh_TW dc.subject (關鍵詞) Student startups en_US dc.subject (關鍵詞) Bricolage en_US dc.subject (關鍵詞) Effectuation en_US dc.subject (關鍵詞) Intellectual capital en_US dc.title (題名) 學生創業如何達到產品市場配適階段:資源拼湊和實效決策觀點 zh_TW dc.title (題名) How Student Startups Reach the Stage of Product-Market Fit : Bricolage and Effectuation Perspectives en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) Andreessen, M.(2007). Part 4：“The only thing that matters”,The PMARCA GUIDE TO STARTUPS.https://pmarchive.com/guide_to_startups_part4.htmlBaker T, Nelson R. (2005). Creating something from nothing: resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50: 329–366.Barney, J. B. (1991). Firm resource and sustained competitive advantage. Journal of Management, 17: 99-120.Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of management, 27(6), 643-650.Bontis N. (1999). Managing Organizational Knowledge by Diagnosing Intellectual Capital: Framing and Advancing the State of the Field. International Journal of Technology Management, 18(5/6/7/8), 433-463.Creswell, J. W. (2007). Qualitative inquiry and research design: Choosing among five approaches (2nd ed.). Sage Publications, Inc.Edvinsson, Leif ., Michael, S. Malone. (1997). Intellectual Capital: Realizing Your. Company’s True Value by Finding Its Hidden Roots. HarperCollins Publishers, Inc., New York.Galbraith JK .(1969). The consequences of technology. Journal of Accountancy, 127: 44–56.Kogut, B., Zander, U. (1992). Knowledge of the firm, combi- native capabilities and the replication of technology. Organization Science, 3: 383-397.Lévi-Strauss, C. (1966). The savage mind. Chicago, University of Chicago Press.Nelson RR, Winter SG. (1982). The Schumpeterian trade-off revisited. American Economic Review, 72: 114 – 132.Newbert, S. L. (2007). Empirical research on resource-based view of the firm: an assessment and suggestions for future research. Strategic Management Journal, 28, 121–46.Penrose, E. (1959). The Theory of the Firm. New York, NY: Oxford University Press.Porter, M.E. (1979). How competitive forces shape strategy. Harvard Business Review, 57(2), 137–145.Sarasvathy, S.D.(2001). Causation and effectuation: toward a theoretical shift from economic inevitability to entrepreneurial contingency. The Academy of Management Review, 26 (2), 243.Schumpeter, J. (1934). Review of Robinson’s Economics of Imperfect Competition. Journal of Political Economy, 42(2): 249-259.Senyard, J., Baker, T., Steffens, P., & Davidsson, P. (2014). Bricolage as a path to innovativeness for resource‐constrained firms. Journal of Product Innovation Management, 31(2): 211-230Stewart, T.A. (1991, June 3). Brainpower: how intellectual capital is becoming America’s most valuable asset. Fortune, 44-60.Teece, DJ. (1984). Economic analysis and strategic management. California Management Review, 36(3), 172–194.Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7): 509–533.Teece, D. J.(2007).Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance, Strategic Management Journal.Wernerfelt, B. (1984). A resource-based view of the firm. Strategic management journal, 5(2),171-180. zh_TW dc.identifier.doi (DOI) 10.6814/NCCU202200144 en_US
