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.

全球的經營環境詭譎多變，對企業而言「變」是唯一的不變。在競爭環境中，大者恆大，資源集中在強勢企業身上，而弱勢企業只能以手邊僅有的資源去面對困境。過去的隨創(bricolage)文獻多半是分析資源匱乏時，如何重新拼湊而找到創新方案，以扭轉局勢。可是我們卻忽略，在獲取、拼湊或重組資源時，弱勢企業正遭遇重重的制約，使得資源拼湊的過程面臨各種障礙。當企業身處動盪的環境中，如何以不足的資源翻轉局勢，是劣勢創新的新課題。本研究將由人力資源的情境中去分析這個新課題。人力資源的重點是找人才、留人才、用人才，讓企業能於競爭中存活，或幸運勝出。在太平盛世時，企業會祭出各種誘因去吸引人才；可是在亂世時，強勢競爭對手各出奇招，以重金禮聘英雄，弱勢企業的誘因就不再誘人。此時，弱勢企業應如何突圍。本研究分析一家位於深圳的互聯網新創公司，在遭遇到「搶人才」的環境中，如何憑藉著有限的資源而發展出一套組織作為因應。在學術貢獻上，本案例分析企業解除人才制約的作為，跳脫誘因設計的理論，思考如何由制度的設計去產生延攬人才的激勵因子。同時，理解隨創過程中，資源拼湊之前弱勢者是如何有嶄新的角度去解讀制約，思考出化阻力為助力的解決方案，設計出回應制約的組織作為。在實務貢獻上，本研究提出在身處動盪環境之際，如何以不足的資源設計出創新的人才管理機制，由選才、育才和評量等層面去設計留才的機制。這些作為不但能做為人力資源管理的參考，其因應制約的方式更可為各類型身處劣勢的企業提供創新的思路。 / Nowadays, the global business environment becomes more and more complex and changeful. For business, ‘change’ is the fact of constant. In the competition environment, the big ones get bigger. Most resources are centralized in a few of powerful enterprises, and vulnerable others can only use less resource at hand to face the difficulty. In the past, bricolage literatures were mostly talking about how to break through dilemma and reverse the status under limited resources. However, we overlook those weak enterprises which encounter constraints when trying to obtain, integrate, or reorganize resources. That makes them confront various barriers when getting piece of resources. When the enterprise is in a turbulent situation, how to turn the tables with limited resources is a new topic. This study would analyze this new theme through the context of human resources. The key point of human resources is to find the talents, retain the talents, and assign the talents, so to make enterprises survive or lucky win from the competition. In the times of peace and order, the enterprises resort kinds of incentives to attract the talents. However, in the troubled times, strong competitors would leave no stone unturned, pay high for hiring hero. Therefore, weak enterprises’ incentives are no longer attractive. At this point, how vulnerable enterprises break through? This study analyzes how a new Internet company in Shenzhen they rely on the limited resources to develop an organization action in the "headhunting” environment. In the academic contribution, this case analysis of how the enterprise remove human resource conduct limitation, get rid of the incentive design theory, and then thinking about how to encourage the talents through the system programming. Meanwhile, to understand in the process of implement create, before piece of resources putting together, how the weak explain the constraints with a new perspective, thinking of the solution by transforming obstacles into benefits, and designed an organized behavior to respond the constraints. In the practical contribution, this study presents how to design an innovative human resource management via selecting, training, and assess employees with insufficient resources when in the turbulent environment. Not only can be the reference of human resources management, these ideas can also bring the innovative thoughts for all types of disadvantaged enterprises

隨著YouTube的普及與拍攝影片的門檻降低，愈來愈多使用者將自製影片分享至網路平台，其中也包含以科學為主題的網路影片，加上近年來如PanSci泛科學、Taiwan Bar以及Oisee等知識型YouTube頻道在國內興起，網路科學影片已然成為使用者分享資訊的方法之一，具備傳播知識的潛力。然而，網路科學影片儘管在網路上具有相當高的人氣，卻因其缺乏科學機構或媒體組織的把關，呈現方式和表現手法皆與傳統科學影片不盡相同，所能發揮傳播科學之功能也時常被忽略。故本研究以網路科學影片為研究對象，試圖瞭解網路科學影片所蘊含之人性化特質，及其促進科學參與之可能。 本研究採文本分析法，並以主題分析法作為資料分析的方法，選取國內外與科學主題相關之YouTube頻道及影片進行文本檢視。本研究歸納出網路科學影片人性化特質的三個影響面向，分別是：使得網路科學影片更加強調創作者個人特質、重視人與人之間的互動，並使之蘊含著鼓勵創作的「隨創」精神。 結果發現，網路科學影片強調以「人」為主體之運作方式，將傳統專家至上之科學權威轉移成任何使用者的分享論述，因而更有機會促進民眾認知參與、線上參與以及創作行為的投入，提升科學參與的可能性。整體而言，本研究以人性化的觀點探討網路科學影片之特質，並認為其有機會能夠促進科學的參與，主要之研究目的在於重新審視其在科學傳播所扮演的角色與功能，以帶動更多與網路科學影片相關的討論與研究發展。