近年來，台灣對地方文化的認同與地方文化意識高漲，青年回鄉創業，例如各類巷弄創業與咖啡店，而台灣各地傳統農村也正好遭遇到人口老化、外移等相同之問題；也因此，有一部分創業者選擇在地創業的方式，同時兼顧「社會創業」、「社會企業」的理念與精神，但重點是擺在解決地方問題，協助地方發展，共同的特色就是會大量整合在地資源，因此本研究欲探究在地創業家是如何走過在地創業的歷程，如何整合在地資源使之達到平衡，提供有志返鄉之在地創業者參考。 本研究採個案分析法，選擇多個案分析，共有「老寮hostel」、「大山北月」、「天空的院子與小鎮文創」三個研究個案，除了先從個案的創業歷程觀察，也試著從Timmons Model 創業三要素「機會」、「團隊」、「資源」三者的動態變化，以及內外部的資源分析與串聯，和個案公司擁有的獨特性與競爭優勢來建立核心資源，探討在地創業從無到有，資源不斷交互影響，壯大企業本身之發展過程。 在研究的結果中，我們發現在地創業家從認知到挖掘創業機會、到發現機會皆從自身經驗出發，因此易受自身經驗影響而不同。而在地創業家一定會有自身堅持之理念，但為了解決地方問題與推維持穩定收入常會陷入兩難。另外在地創業家自身擁有的資源一開始容易不足，創業家也會認知到此點，因此會積極在社會關係及社經資料蒐集與調查上，以利未來企業發展與資源串聯，使創業三要素能達成穩定平衡。 我們也針對這些研究發現與結論給出實務上的建議，除了取得創業三要素與外部資源互動之平衡，這是必須要做好之基本功外。也最好能在不偏離在地創業理念之前提下，專心在本身的核心能耐和事業上，善用可掌握之外部資源去發揮最大效益，通常就對地方發展產生正向影響。 / In the recent years, perceptions of local cultural identity and awareness garner significant attention in Taiwan. That is, a variety of entrepreneurial activities in domestic neighborhoods appeared. Taken into consideration issues of aging population and labor force immigration in the countryside, a number of entrepreneurs have adopted the notion of “social entrepreneurship” and “social enterprise,” with emphases on solutions to local struggles and assistance to local development when starting up their businesses. A common feature for such operation is the substantial integration on local resources; thus, this study is anticipated to dig into local entrepreneurial processes and the balances achieved under integrations of local resources. Meanwhile, this study may also be seen as a guidance for future entrepreneurs in developing their businesses locally. In compliance with the case study method, “Mountain Lodge,” “Big Hill North Moon” and “El Patio Del Cielo” are the three research cases selected for this study. To analyze the cases, this study adopts the framework of the Timmons Model, namely the three elements – opportunity, team, and resource – and the dynamics among them, along with internal and external resource analyses and connections. Furthermore, this study underscores the uniqueness and competitive advantage, combination and interaction of internal and external resources of the research cases in developing core competence from scratch to the current stage. This study concludes with the finding that recognitions and explorations of business opportunities derive mostly and mainly from the personal experience of local entrepreneurs, which varies greatly for one and another. Generally speaking, local entrepreneurs tend to be determined as to their beliefs, however, they may be in a dilemma when trying to strike a balance between resolving local issues and maintaining a stable cash flow. Moreover, entrepreneurs, at early stage, often encounter lack of resources. Being aware of such situation, entrepreneurs tend to involve actively in networking and relevant social and economic insight gatherings to facilitate future business development and resource connection, of which, eventually, the dynamic relationship among the three elements of entrepreneurship shall be in a stable equilibrium. In addition to the findings and conclusions, this study propose a number of practical suggestions. Besides balancing the three elements of the entrepreneurial interactions with external resources, local entrepreneurs are recommended not to depart from the premise of their entrepreneurial concept. Local entrepreneurs should focus mainly on core competence and business operation, and make the best use of external resources in maximizing the outcome. By doing so, positive impacts on local development should be anticipated.

一個新興事業創建的初期，除了對外有營運上的挑戰，在內部還要面對資源分配、人員聘用以及財務上周轉等的基本營運問題，由於其缺少同產業上可仿效或是追隨的目標對象，使得創建時期潛藏的不確定因子往往比具有某種程度規模的組織來的更多。本研究以本研究者和其團隊在2006年年底所創立之公司為研究對象，從綠色光電產業市場中的初級資料和次級資料，以質性研究方法，探討下面三面向之問題 (機會、團隊與資源)：L公司在綠色光電的產業中之未來營運機會為何？在L公司發展過程中，團隊的核心能力為何？L公司如何在外界的環境中善用現有資源？如何找到他們？ 結合的方式為何？ 本研究是藉由夏恩博士於2005年所著「科技創業聖經」，原名為「尋找肥沃田地 – 為新事業辨視絕佳的機會」(Finding Fertile Ground – Identifying Extraordinary Opportunities for New Ventures) 書中的十個章節與L公司發展過程做一檢視，在機會的面向：選擇正確的產業、找出有價值的機會、管理科技演變、鎖定市場的真正需求、及了解顧客採用行為；團隊的面向: 管理智慧財產權與選擇正確的組織結構；資源的面向：利用既有公司的弱點、將報酬導向創新與管理風險和不確定性，以這十個面向為經，並利用Jeffry A.Timmons和 Stephen Spinelli在2003年所著的New Venture Creation – Entrepreneurship for 21st Century創業三構面 (機會、團隊與資源)為緯，將研究與實務做一比較，找出L公司下一步的方向與策略。 本研究發現，L公司在經由上述的檢討與行動修正後，能找到適當的利基點，正確掌握公司的核心能力，並隨著動態環境的改變適時作出調整，降低營運的風險。 / A new intention venture who builds up in the early stage faces the challengues not only the outsides operation, but how to solve the resources allocation, employee recruitment and finance issues…etc. Because this kind of new intention ventures are lack of the benchmark in the same industry, which make much more uncertain factors than in large scale companies. This research adopts researcher herself company, L Company, which is founded in the end of 2006 as the case study. We want to explore the following 3 dimention questions (Opportunities, Team and Resources) in green lighting industry with initial data and second level data, and use inductive research method. The three questions are: 1. What’s the future opportunity for L Company in the green lighting industry? 2. What’s the core competency from L company’s team in its developing process? 3. How to utilize the current resources in outsides environment for L Company? And how to find them and what are the methods to leverage them? This research approach applies Scott A. Shane’s theory framework – Finding Fertile Ground - Identifying Extraordinary Opportunities for New Ventures to review L company ‘s operation, and adopt Jeffry A.Timmons and Stephen Spinelli’s theory - New Venture Creation – Entrepreneurship for 21st Century to make the comparison of research and physical operation, and find out the next step for L company’s direction and strategy. Within this study, we find L Company can find its own niche market, control well her competition capibility through above items’ review and action adjustment and can reduce its operation risk with change in dynamic environment.

近年來，許多創業者以解決社會問題為己任，投身於社會創業的行列。有些創業者選擇創立社會企業，希望以社會企業的型態營運，同時創造社會價值與經濟價值；有些創業者則選擇以非營利組織的型態運作，不因利潤追求而背離解決社會問題的初衷。無論是何種組織型態，從開始創業到發展至有穩定營運模式的創業歷程，是決定組織是否存活、創造社會價值的關鍵階段。因此本研究欲探討社會創業者如何走過社會創業歷程，提供有志於社會創業者參考。 本研究採個案研究法，選擇「社企流」、「Venture For Taiwan」、「Design For Change Taiwan」、「Teach For Taiwan」作為研究個案，從Timmons Model創業三要素「機會」、「團隊」、「資源」分析個案及討論「三要素動態關係」，並以Effectuation理論檢視「創業者行為」，透過不同面向來探討個案從「志工團隊」發展至「自主創業」的創業歷程。 研究結果發現，社會創業者能持續挖掘機會，重新定義社會問題、找到商業機會；社會創業者能在核心團隊與外部支持體系間，建立良好的內外部成員互動關係；社會創業者能有效槓桿社會資源取得資源，並有意識地累積組織資源，使組織發展具方向性。在創業三要素動態關係間，除了Timmons強調的創意、溝通、領導之外，本研究認為社會創業者更具備運用人脈、策略、彈性的能力，以平衡創業三要素之動態關係。 本研究亦透過實際操作發現，若以Effectuation理論檢視創業歷程，創業實踐始於模糊的機會與有限的資源，而透過與他人互動後形成團隊、累積資源，進而創造出更具體機會，並往下一個循環邁進。此一理論可輔助研究者觀察創業者行為動態，並連結回機會、團隊、資源三要素，有助創業歷程動態研究。

有鑑於生物科技成為科技趨勢，以及其創造出的龐大價值，近年來台灣也開始大力推動生技產業的發展。產業是企業的組合，企業的成長與否正是驅動產業生態變化的主要原因。本研究主要探討台灣生技藥物研發公司的創業過程，希望透過研究成果對台灣生技公司的發展有所貢獻。 　　本研究的研究架構以Timmons Model做為主軸，以機會、資源、團隊做為主要的研究構面，先對個案公司進行靜態的研究構面探討，然後分析其發展的動態平衡過程。 / Because biotechnology sets a trend and creates great value, Taiwan government tries to develop his own biotechnology industry. However, an industry will bloom if most of companies related to the industry are operated well. The objective of this study is to observe and analyze the entrepreneurial process of biomedical R&D companies in Taiwan. 　　The research bases on Timmons Model that was developed by Timmons for analyzing an entrepreneurial process of a company and consists of three driving forces, opportunity, resource, and team. Every entrepreneurial process of companies in the thesis is observed first according to the three driving forces. Then it is analyzed by using the idea of constant balancing.