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題名 有機領域的創業與經營模式之研究
A Study of Entrepreneurship and Business Model in Organic Industry
作者 邱果旻
Chiu, Kuo-Min
貢獻者 吳豐祥
Wu, Feng-Shang
邱果旻
Chiu, Kuo-Min
關鍵詞 創業
企業內部創業
有機產業
動態能耐
多角化
Entrepreneurship
Intrapreneurship
Organic Industry
Dynamic Competence
Diversification
日期 2006
上傳時間 18-九月-2009 09:31:34 (UTC+8)
摘要 隨著科技的進步，人類藉由大規模機械化耕作以及農藥和化肥的輔助，使得農作物產量大幅提昇，亦使得多數人類得以免於飢餓。然而，現代化耕作方式卻破壞大自然的環境；大幅使用化肥的結果，造成地力耗竭及土質酸化；農藥亦破壞了自然生態以及成為人類文明病的元兇。此種情況下，許多國家及團體於近來均努力提倡回歸自然的生活形態，從最基本的飲食及衣著，乃至於美容、居家甚至健康保健等方面均興起一股訴求有機時尚的生活形態。因此，在消費者需求的一端，以健康及環保為主要考量而對有機產品所產生的需求亦逐漸成長。此種情況下，也造成有機產品相關產業上下游的發展。
過往的研究重點大部分均偏重於有機農業發展因素的探討、行銷相關的發展策略、關鍵成功因素等行銷層面或理論層面的探討，對於組織能耐、動態能耐以及經營模式轉變的動態歷程研究方面著墨較少。因此，本論文研究主要即在探討這兩種機制下的創業過程與管理，以兩家有機創業公司及兩個既有企業之內部創業為研究對象，進行深入的個案研究，同時亦進行此兩種創業機制的比較。期能有一些實務上與學理上的貢獻。
本研究希望瞭解的議題主要可歸納為以下三點：
一、 有機領域既存企業之新創公司的進入方式以及其於面臨內外部條件下所建構的創業模式為何？
二、 有機領域新創事業之創業者的進入方式以及其於面臨內外部條件下所建構的創業模式為何？
三、 兩者在建構新企業後於經營模式上的異同處為何？
本研究採取「多重個案分析」的「個案研究法」，透過深度訪談並輔以次級資料收集的方式，來瞭解個案公司如何運用創業初期內外部的各項條件建立經營模式，並得到以下結論：
一、 有機集團內部創業之新事業發展上，透過相關多角化的方式，有助於集團協助新事業共享集團資源。
二、 有機創新事業之創業者於創業初期利用原有知識以及連結外部資源的方式，有助於核心能耐建構。此外，因內外部條件之限制與自身定位，於進入方式上傾向於選擇建構實體通路。
三、 有機創新事業之集團內部創業與新創事業於發展上，路徑相依性扮演重要的角色。
四、 有機創新事業透過高度連結外部資源的方式，增加自身可運用的資源。
五、 有機創新事業根據自身定位針對利基市場的潛在顧客需求開發相異的商品及服務，有助於價值創造。
六、 有機創新事業透過產品品質確保的方式，有助於潛在風險之降低。
As the improvement of technology, people gain much more crops and keep most people from starving with the aid of pesticides, chemical fertilizers and large scale cultivation of mechanization. However, the modern cultivation destroys the environment. Under the circumstances, Many Countries and groups advocate leading a natural life. From the basic diet and clothing to cosmetology, living and health caring, people appeal for the organic life style. For the reason, the demand for the organic products is increasing gradually, and makes the development of the related industry.
The past research put much emphasis on the discussion of the marketing or theoretical aspects such as the developing factors of organic agriculture, marketing strategies, and key successful factors. However, the research about the organizational capacity and the dynamic process of transforming of business model is less. For the reason, the essay made a research on the organic related firms with the means of case study in order to get new enlightenment and provide some suggestions for the industry and make some contributions for academia.
The issues the research wants to know can be generalized into the following three points:
1. What is the entering way the new-established firms of the existing corporations in organic field take, and what is the business model established under their internal and external conditions?
2. What is the entering way the entrepreneurs in organic field choose, and what is the business model established under their internal and external conditions?
3. What are the differences between the two in business models?
The research adopted multiple cases analysis and case study to know how the selected firms made use of their initial conditions to establish the business models through deeply interview and secondary data collected. The research got the following conclusions:
1. When an organic group develops the new business, related diversification facilitates the group to assist its subsidiary in establishing the business model with sharing the group’s resources.
2. The entrepreneur of the organic innovative business uses the original knowledge and connects external resources, which assists the firm in establishing the core competence. Besides, because of the position and the restriction of internal and external conditions, the entrepreneur tends to choose to establish the concrete channel in the entering way.
3. The path dependency plays an important role in the development of the groups’ diversification and start-up business of the organic innovative business.
4. Highly linking external resources assists the organic innovative business in increasing the resource.
5. Targeting the niche market to develop products and services assists the organic innovative business in creating values.
6. Ensuring quality of products assists the organic innovative business in decreasing the potential risk.
Keywords: entrepreneurship, intrapreneurship, organic industry, dynamic competence, diversification
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97. Zhou & Fink (2003), “Knowledge Management and Intellectual Capital: An empirical Examination of Current Practice in Australia,” Knowledge Management Research and Practice, 1(2), p.86
98. Zollo, M. & Winter, S. G. (2002), “Deliberate Learning and the Evolution of Dynamic Capabilities,” Organization Science, 13(3), pp.339-351
99. Mintzberg, H. & Quinn, R. B. (1991), The Strategy Process, Prentice-Hall

三、網站
1. American Market Association，取自：http://www.marketingpower.com/，最後瀏覽日期：2007.3.1
2. Mitchell, D. & Coles, C. (2003)，“Gaining and Extending Industry Leadership
Through Continuing Business Model Innovation”，取自：
http://www.refresher.com/!dmccinnovation.html，最後瀏覽日期：2007.3.1
3. Organic Foods Production Act of 1990，取自：
http://www.nal.usda.gov/afsic/ofp/ofpa1990.pdf，最後瀏覽日期：2007.3.5
4. The National Organic Program，取自：http://www.ams.usda.gov/nop/indexIE.htm，最後瀏覽日期：2007.3.7
5. United Nations Food and Agriculture Organization，取自：http://www.fao.org/，最後瀏覽日期：2007.3.10
6. U.S. Department of Agriculture，取自：http://www.usda.gov/wps/portal/usdahome， 最後瀏覽日期：2007.3.10
7.行政院農委會，取自：http://www.coa.gov.tw/index_intro.php，最後瀏覽日期：2007.3.15
8.有機農業全球資訊網，取自：http://info.organic.org.tw/supergood/front/bin/home.phtm，最後瀏覽日期：2007.3.17
9.有機農產品管理作業要點，農糧屬全球資訊網，取自：
http://www.afa.gov.tw/laws_index.asp?CatID=100，最後瀏覽日期：2007.3.17
10.統一生機開發網站，取自：http://sh2.yahoo.edyna.com/organicshop/index.asp，最後瀏覽日期：2007.3.17
11.臺灣農產品安全追溯資訊網，取自：
http://taft.coa.gov.tw/index.asp?a=dp&mp=6&ShowSearch=Y，最後瀏覽日期：2007.3.18
12.綠色陣線，取自：http://www.gff.org.tw/index.html，最後瀏覽日期：2007.3.18
13.綠色小鎮網站，取自：http://www.green-v.com/，最後瀏覽日期：2007.3.18
14.藕根香網站，取自：http://www.organicgoods.com.tw/index.php，最後瀏覽日期：2007.3.18
描述 碩士
國立政治大學
科技管理研究所
94359025
95
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0094359025
資料類型 thesis
dc.contributor.advisor 吳豐祥zh_TW
dc.contributor.advisor Wu, Feng-Shangen_US
dc.contributor.author (作者) 邱果旻zh_TW
dc.contributor.author (作者) Chiu, Kuo-Minen_US
dc.creator (作者) 邱果旻zh_TW
dc.creator (作者) Chiu, Kuo-Minen_US
dc.date (日期) 2006en_US
dc.date.accessioned 18-九月-2009 09:31:34 (UTC+8)-
dc.date.available 18-九月-2009 09:31:34 (UTC+8)-
dc.date.issued (上傳時間) 18-九月-2009 09:31:34 (UTC+8)-
dc.identifier (其他 識別碼) G0094359025en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/34348-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 科技管理研究所zh_TW
dc.description (描述) 94359025zh_TW
dc.description (描述) 95zh_TW
dc.description.abstract (摘要) 隨著科技的進步，人類藉由大規模機械化耕作以及農藥和化肥的輔助，使得農作物產量大幅提昇，亦使得多數人類得以免於飢餓。然而，現代化耕作方式卻破壞大自然的環境；大幅使用化肥的結果，造成地力耗竭及土質酸化；農藥亦破壞了自然生態以及成為人類文明病的元兇。此種情況下，許多國家及團體於近來均努力提倡回歸自然的生活形態，從最基本的飲食及衣著，乃至於美容、居家甚至健康保健等方面均興起一股訴求有機時尚的生活形態。因此，在消費者需求的一端，以健康及環保為主要考量而對有機產品所產生的需求亦逐漸成長。此種情況下，也造成有機產品相關產業上下游的發展。
過往的研究重點大部分均偏重於有機農業發展因素的探討、行銷相關的發展策略、關鍵成功因素等行銷層面或理論層面的探討，對於組織能耐、動態能耐以及經營模式轉變的動態歷程研究方面著墨較少。因此，本論文研究主要即在探討這兩種機制下的創業過程與管理，以兩家有機創業公司及兩個既有企業之內部創業為研究對象，進行深入的個案研究，同時亦進行此兩種創業機制的比較。期能有一些實務上與學理上的貢獻。
本研究希望瞭解的議題主要可歸納為以下三點：
一、 有機領域既存企業之新創公司的進入方式以及其於面臨內外部條件下所建構的創業模式為何？
二、 有機領域新創事業之創業者的進入方式以及其於面臨內外部條件下所建構的創業模式為何？
三、 兩者在建構新企業後於經營模式上的異同處為何？
本研究採取「多重個案分析」的「個案研究法」，透過深度訪談並輔以次級資料收集的方式，來瞭解個案公司如何運用創業初期內外部的各項條件建立經營模式，並得到以下結論：
一、 有機集團內部創業之新事業發展上，透過相關多角化的方式，有助於集團協助新事業共享集團資源。
二、 有機創新事業之創業者於創業初期利用原有知識以及連結外部資源的方式，有助於核心能耐建構。此外，因內外部條件之限制與自身定位，於進入方式上傾向於選擇建構實體通路。
三、 有機創新事業之集團內部創業與新創事業於發展上，路徑相依性扮演重要的角色。
四、 有機創新事業透過高度連結外部資源的方式，增加自身可運用的資源。
五、 有機創新事業根據自身定位針對利基市場的潛在顧客需求開發相異的商品及服務，有助於價值創造。
六、 有機創新事業透過產品品質確保的方式，有助於潛在風險之降低。		zh_TW
dc.description.abstract (摘要) As the improvement of technology, people gain much more crops and keep most people from starving with the aid of pesticides, chemical fertilizers and large scale cultivation of mechanization. However, the modern cultivation destroys the environment. Under the circumstances, Many Countries and groups advocate leading a natural life. From the basic diet and clothing to cosmetology, living and health caring, people appeal for the organic life style. For the reason, the demand for the organic products is increasing gradually, and makes the development of the related industry.
The past research put much emphasis on the discussion of the marketing or theoretical aspects such as the developing factors of organic agriculture, marketing strategies, and key successful factors. However, the research about the organizational capacity and the dynamic process of transforming of business model is less. For the reason, the essay made a research on the organic related firms with the means of case study in order to get new enlightenment and provide some suggestions for the industry and make some contributions for academia.
The issues the research wants to know can be generalized into the following three points:
1. What is the entering way the new-established firms of the existing corporations in organic field take, and what is the business model established under their internal and external conditions?
2. What is the entering way the entrepreneurs in organic field choose, and what is the business model established under their internal and external conditions?
3. What are the differences between the two in business models?
The research adopted multiple cases analysis and case study to know how the selected firms made use of their initial conditions to establish the business models through deeply interview and secondary data collected. The research got the following conclusions:
1. When an organic group develops the new business, related diversification facilitates the group to assist its subsidiary in establishing the business model with sharing the group’s resources.
2. The entrepreneur of the organic innovative business uses the original knowledge and connects external resources, which assists the firm in establishing the core competence. Besides, because of the position and the restriction of internal and external conditions, the entrepreneur tends to choose to establish the concrete channel in the entering way.
3. The path dependency plays an important role in the development of the groups’ diversification and start-up business of the organic innovative business.
4. Highly linking external resources assists the organic innovative business in increasing the resource.
5. Targeting the niche market to develop products and services assists the organic innovative business in creating values.
6. Ensuring quality of products assists the organic innovative business in decreasing the potential risk.
Keywords: entrepreneurship, intrapreneurship, organic industry, dynamic competence, diversification		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
第四節 論文內容 5
第二章 文獻探討 6
第一節 有機產業 6
第一項 有機產業之定義 6
第二項 有機農業之定義 7
第三項 有機農產品及有機食品之定義 9
第四項 台灣有機產業發展概況 9
第五項 小結 16
第二節 新事業發展 17
第一項 創業的定義 17
第二項 多角化的定義 17
第三項 多角化的動機 20
第四項 多角化的分類 24
第五項 多角化的進入方式 28
第六項 內部創業的定義 32
第七項 內部創業的組織型態 33
第八項 新創事業與創業家的定義 36
第九項 創業動機 37
第十項 創業過程模式 40
第十一項 小結 44
第三節 動態能耐 45
第一項 策略管理的演進 45
第二項 動態能耐的定義及內涵 48
第三項 小結 54
第四節 智慧資本 56
第一項 智慧資本的定義 56
第二項 智慧資本的分類與內涵 59
第三項 小結 64
第五節 經營模式 65
第一項 經營模式的源起 65
第二項 經營模式和策略的差異 65
第三項 經營模式之定義 66
第四項 小結 75
第五節 本章小結 76
第三章 研究方法 77
第一節 研究架構 77
第二節 研究方法 80
第三節 資料蒐集 81
第一項 初級資料 81
第二項 次級資料 82
第四節 研究限制 83
第四章 個案研究 84
第一節 個案一 統一生機開發 84
第一項 公司簡介 84
第二項 多角化動機 84
第三項 進入方式 85
第四項 創業模式 85
第五項 企業發展路徑 87
第六項 經營模式 89
第二節 個案二 永豐餘生技 95
第一項 公司簡介 95
第二項 多角化動機 95
第三項 進入方式 96
第四項 創業模式 96
第五項 企業發展路徑 98
第六項 經營模式 100
第三節 個案三 藕根香 104
第一項 公司簡介 104
第二項 創業動機 104
第三項 創業模式 105
第四項 進入方式 107
第五項 企業發展路徑 107
第六項 經營模式 109
第四節 個案四 綠色小鎮 112
第一項 公司簡介 112
第二項 創業動機 112
第三項 創業模式 113
第四項 進入方式 116
第五項 企業發展路徑 116
第六項 經營模式 117
第五節 個案彙整 121
第五章 個案分析與研究發現 123
第一節 創立動機 123
第二節 期初資源 128
第三節 企業發展路徑 134
第四節 經營模式比較 137
第六章 結論與建議 146
第一節 研究結論 146
第二節 研究建議 149
第一項 實務上的建議 149
第二項 學術上的建議 150
參考文獻 151
附錄.... 165

【圖目錄】

圖1-1：本研究流程 4
圖2-1：農產品產銷履歷資訊網路 13
圖2-2：多角化分類模式 28
圖2-3：Timmons’ Model 41
圖2-4：Skandia 價值規劃圖 61
圖2-5：Hamel經營模式圖 68
圖2-6：Chesbrough ＆ Rosenbloom經營模式圖 71
圖2-7：Afuah經營模式各因子圖 73
圖2-8：Afuah經營模式圖 74
圖3-1：研究架構圖 77

【表目錄】

表 2-1：有機農業定義 8
表 2-2：歷年有機農產品驗證面積統計表 11
表 2-3：台灣有機農業發展歷程 14
表 2-4：產品－市場擴張矩陣 18
表 2-5：多角化定義彙整 19
表 2-6：多角化成長策略分類 25
表 2-7：Glueck對企業多角化之分類 26
表 2-8：Aaker企業多角化分類 27
表 2-9：多角化進入策略比較 29
表 2-10：多角化最佳策略 30
表 2-11：影響創業家創業的可能因素 38
表 2-12：新創事業資本架構 43
表 2-13：策略性資源的內涵 47
表 2-14：策略典範：顯著的特徵 48
表 2-15：動態能耐定義彙整表 50
表 2-16：智慧資本的定義 58
表 2-17：IFAC智慧資本分類 62
表 2-18：經營模式與策略之差異 66
表 3-1：各變數的操作化定義 78
表 3-2：訪談對象與時間 82
表 4-1：統一生機開發重要年表 85
表 4-2：永豐餘生技重要年表 95
表 4-3：藕根香重要年表 105
表 4-4：綠色小鎮重要年表 113
表 4-5：個案彙整表 121		zh_TW
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dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0094359025en_US
dc.subject (關鍵詞) 創業zh_TW
dc.subject (關鍵詞) 企業內部創業zh_TW
dc.subject (關鍵詞) 有機產業zh_TW
dc.subject (關鍵詞) 動態能耐zh_TW
dc.subject (關鍵詞) 多角化zh_TW
dc.subject (關鍵詞) Entrepreneurshipen_US
dc.subject (關鍵詞) Intrapreneurshipen_US
dc.subject (關鍵詞) Organic Industryen_US
dc.subject (關鍵詞) Dynamic Competenceen_US
dc.subject (關鍵詞) Diversificationen_US
dc.title (題名) 有機領域的創業與經營模式之研究zh_TW
dc.title (題名) A Study of Entrepreneurship and Business Model in Organic Industryen_US
dc.type (資料類型) thesisen
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