The concept of the team identity transformation in entrepreneurial process was addressed in this thesis. In order to effectively and delicately descript the formation and transformation process of the team identity, Qualitative research and single case method were explored that an electronic component manufacturer (thereafter called F company) in Kaohsiung was chosen. I collect the first-hand data not only by interviewing with interviewees but emailing or talking via phone. In aspects of interview, formal interviews took 17hours, informal interviews took about 10hours and 2 hours was used to get data via telephone communication. Except for first-hand data, we collect the secondary data as well. With comparison on differences of technological team identity(ies) between in and after business creation, three categories grounded on interviews was developed, including think¡Bwork and learn. Based on these, we would try to analyze the reasons of transformation. After almost year of observation and data collection, I conclude these below: 1¡BThere is existence of technological team identity in initial stage of entrepreneurship and this will be beneficial to drive the entrepreneurship. The mechanism of formation is how to pick up the members to make them highly consistent in thinking and behaviors. 2¡BAs changes of contexts and self adaptation, the technological team identity would be transformed as the figure6.1 shown. 3¡BI found that the team identity would transform into organizational identity, and that would make the border between technological team and the other groups more and more unspecific. 4¡BIn the process of team transformation, managerial action and machismo play an important roles to harness how the process goes to make the organization more flexible and actively response to the complex environments.

Le processus de création d’une entreprise par une équipe d’entrepreneurs est un phénomène multidimensionnel. A cet effet, cette recherche essaye de classifier les équipes entrepreneuriales, de déterminer les différents facteurs favorisant la prise de décision d’équiprendre et d’extraire les processus d’engagement équipreneurial à partir des perceptions des équipreneurs. La vérification adopte une approche qualitative par l’intermédiaire d’un entretien approfondi et son analyse sur la base de l’approche avancée par Miles et Huberman (2003) et des analyses lexicales et linguistiques par l’intermédiaire de deux logiciels : IRamuteQ et TROPES. Les résultats mettent en relief deux formes équipreneuriales : les entreprises équipreneuriales et les entreprises collectives. Le processus de création varie selon cette typologie. En effet, cette étude essaie de rechercher un processus type qui prédit le mieux la création d’entreprise en équipe et qui peut être utile aux opérateurs en entrepreneuriat. / The process of firm creation by a team of entrepreneurs is a multidimensional phenomenon. This search tries to classify the entrepreneurial teams, to determine the various factors favoring the decision-making of team entrepreneurship and to extract the processes of entrepreneurial team commitment from the perceptions of the teams. The verification adopts a qualitative approach through an in-depth interviews analysis based on the approach presented by Miles and Huberman (2003) and lexical and linguistic analyses through two software: IRamuteQ and TROPES. The results demonstrate two forms of entrepreneurial teams: ‘’equipreneurial’’ firms and collective firms. The process of creation varies according to this typology. Indeed, this study tries to look for a typical process which predicts the new firm creation by a team and which can be useful for the operators in entrepreneurship.

In this study, we explore what can affect the development of team cohesion in the entrepreneurial team. We show the relationship between team members' cohesion and team performance over five main categories: (Ⅰ) Prior Condition, (Ⅱ) Conflict, (Ⅲ) Strategy, (Ⅳ) Task Interaction in the team, (Ⅴ) Social interaction in the team. Based on the research method of comparative cases, we selected six Chinese entrepreneurial teams as research objects. We show how individual behaviour affects the development of team cohesion in the entrepreneurial team at the individual level and team level. More specifically, we consider that entrepreneurial team cohesion changes are more complicated than traditional teams. The team cohesion of the entrepreneurial team has certain randomness because there is no guidance from the leader. The influence of personal factors on team cohesion will be more intense. When the entrepreneurial team improves team cohesion, team members need to participate more.

Develops the cultural and creative industry is the main policy of the Taiwan government in recent years. Entrepreneurial as cultural creative industry in different stages, what an opportunity, resources and entrepreneurial team to influence an entrepreneurial activity, this is a main topic discussing in this research. This research topic¡¦s is focus on an opportunities, resources and entrepreneurial team. To perform a new business that should existence the natures both of dynamic and complexity. Furthermore, to had sort out three issues within internal factors, this expect to awareness what the differences between with opportunity, resources and entrepreneurial team through this research as well as tries to understand the entrepreneurial team how to respond it when opportunity and resources change in the different entrepreneurial processes. And other, this research had been analyzed an entrepreneurial team how to influence by these factors. The results obtain from research that social culture, industrial environment and technological progress still influencing in the first stage of entrepreneurial processes obviously. Under the social culture's vicissitude, people's life accomplishment had been promoted; the most of people are pursue to balancing between the life and culture. Thus, this makes the industrial environment have to the change, in other, the traditional creators should out of box as well, and establish a model of culture creativity. Entrepreneurial processes within gestation stage, it had emphasis the entrepreneurial team's composition and characteristic. Prior knowledge and shared values have influence obviously in this stage. It can be explain that entrepreneurial team's composition has complementary or similar in the prior knowledge. Let the members of entrepreneurial team no matter can complement one another in the communication or the specialty. Because they can be share their values with other into the team members, to conduct and policy-making standard. It should reduce the nonessential conflict. Finally, entrepreneurial processes within infancy stage that can explanation as the competitive advantages of entrepreneur from intangible assets. Intangible assets are from philosophy, annotation technique and style of creator. In this way, creator's intangible asset is not the tangible asset or the organizational capability can substitute.

The main purpose of the present study was to examine the effects of entrepreneurial team demographics, environmental scanning and networking on innovativeness. For this purpose, small and medium enterprises in Bursa region were chosen. A total of 74 general managers/owners filled out the questionnaire. Information about company, team members and firms&rsquo / environmental scanning, innovativeness and networking activities was collected. As hypothesized, findings supported the view that entrepreneurial team demographics (age heterogeneity and average educational level), environmental scanning and networking (networking with customers, competitors and particularly with public agencies) play a significant role in innovativeness of SMEs after controlling the significant effect of team size. The results were discussed together with the implications of the findings for managers and on the policies of government, public organizations and educational institutions, strengths and limitations of the study. Some suggestions for future research were made.

Le but de notre thèse est d'étudier l'émergence d'une vision partagée au sein des équipes entrepreneuriales associatives. Nous considérons tout d'abord l'approche traditionnelle militante qui met en avant des actions collectives des bénévoles et des salariés prenant part au développement de l'association. Nous intégrons ensuite la littérature sur l'entrepreneuriat social davantage orientée vers la réalisation efficace d'une finalité sociale. Nous considérons ces deux approches comme deux formes possibles de l'entrepreneuriat en association. Nous désignons en tant qu’équipe entrepreneuriale le groupe d'individus de taille variable, portant le projet et impulsant l'organisation vers sa réalisation. Nous étudions comment les membres de cette équipe se positionnent entre ces deux visions afin d'analyser les risques de divisions, mais aussi les possibilités d'émergence d'une vision partagée. Suivant une approche psychosociologique, nous conceptualisons la notion de vision en termes de représentation sociale. Nous analysons la confrontation entre ces deux représentations comme une étape d'un cycle à travers lequel les acteurs ajustent leur vision à la réalité. Nous expliquons ainsi comment des pratiques en provenance de l'entrepreneuriat social sont développées au sein des équipes entrepreneuriales associatives. Sur la base de 48 entretiens semi-directifs et d'une étude de cas complète, nos données permettent de comprendre les mécanismes suivant lesquels la vision émerge et évolue. Notre modèle de recherche part de l'écart existant entre l'idéal de la vision et la réalité des pratiques. Entre les deux, des mécanismes, à la fois opératoires et psychosociologiques, favorisent l'adaptation, autrement dit permettent « d'affronter » le réel à partir de l'idée. A partir des travaux de Weick (1979), nous montrons que face à des situations conflictuelles entre les membres porteurs des deux visions de l'association, la « rétention » de l'une ou de l'autre passe, au-delà des discussions, par leur « mise en acte » gestionnaire. / The purpose of this thesis is to study how a shared vision can emerge among the members of the entrepreneurial teams managing nonprofit organizations. We first examine the grassroots approach that emphasizes the collective action of volunteers and employees working together in the development of the association. We then consider social entrepreneurship literature focusing on the effective achievement of social goals. We integrate these two visions as two possible forms of entrepreneurship in nonprofit organizations. We identify the entrepreneurial team as a group of individuals working together toward the development of the objectives of the nonprofit organization and their achievement. We analyze how the different members of the team position themselves with regard to these two visions to analyze the risk of divisions, but also the possibility of the emergence of a shared vision. Adopting a socio-psychological approach, we conceptualize the notion of a shared vision in terms of social representations. We integrate the confrontation between these two representations as part of a cycle through which actors adjust their vision to fit reality. We then go on to study and explain how social entrepreneurship practices are introduced and develop within the entrepreneurial team of nonprofit organizations.Based on 48 semi-structured interviews and a full case study, the data collected contribute to a better understanding of the mechanisms through which the shared vision emerges and evolves. Our research model highlights the distance between the ideal of the vision and the reality in practice. Between this ideal and the reality, operational and psychological processes are at work. Drawing on Weick (1979), when members of the entrepreneurial team are divided between two visions of their non-profit organization, the “retention” of one or the other is the consequence of managerial “enactment” rather than discussion.

過去研究創業成功的文獻很多，但少有研究探索創業團隊在競賽中的成功因素以及心理歷程，因此本研究以試圖以歷程的角度探究心理特質對創業團隊表現之影響。 創業家的創新性和創業成功有正向關聯，而創業的高失敗率及高工作量讓創業家長期處於高壓環境，是以抗壓性高的創業家容易脫穎而出；此外，創業家對壓力跟挫折的反應型態(例如反芻)也可能會影響創業績效。故本研究選擇創新性、壓力忍受及反芻(苦惱自責及深思反省)作為預測變項，企圖了解這些心理特質在創業競賽中的角色以及它們之間的關係。 本研究以自陳問卷蒐集資料，第一部分收集1557份線上問卷，得有效樣本1265份，結果發現創業者的創新性、壓力忍受及深思反省都顯著高於未創業者，苦惱自責則沒有差異。第二部分的研究對象為104年度「創新創業激勵計畫(From IP to IPO, FITI)」入圍初選的創業團隊(競賽初期)，並重複測量成功晉級第二(競賽中期)及第三階段(競賽後期)之團隊。總計發出631份問卷，回收490份，回收率78%，共54組團隊。結果發現初期深思反省和中期苦惱自責能正向預測創業團隊是否晉級下一階段。重複測量入圍第三階段的團隊，發現競賽後期的壓力忍受顯著比競賽初期的高，競賽中期的苦惱自責顯著高於競賽初期。創業團隊的心理屬性中，初期深思反省及初期壓力忍受皆能正向預測初期及中期的創新性，中期壓力忍受能正向預測中期創新性，後期壓力忍受能正向預測後期創新性。此外，初期壓力忍受能完全中介初期深思反省與中期創新性之間的關係。 / Starting a business helps the country's economy and in recent years, there are various business plan contests held by the Taiwan's government and industries, wishing to encourage people to start business and help the starters to make their businesses more successful. Although there are many literatures that studied on successful start-up, there are not many studies really explored on the factors of succeed among different contests and entrepreneurial team members’ psychological processes during the contests. Therefore, in this study the researcher attempts to explore the impact brought by the psychological traits on the performance of entrepreneurial teams from the perspective of psychological process. There is a positive correlation between an entrepreneur's innovativeness and entrepreneurial success. The high failure rate and workload put an entrepreneur in an environment with high pressure for long period of time, and therefore only the entrepreneur with high stress tolerance will stand out. In addition, the way entrepreneurs respond to stress and frustration, such as rumination, will also have influence on the performance, so in this study, these psychological traits, such as innovativeness, stress tolerance and rumination (brooding rumination and reflective pondering rumination) as the predictor variables, in order to understand the role of these psychological traits in business plan contests and the relation among them. In the study, the researcher collected data by the approach of self-report questionnaires. Through the first part of collecting online questionnaires,the statistical survey was proceed with 1265 effective samples from 1557 questionnaires, and the results showed the entrepreneur’s traits such as innovativeness, stress tolerance and reflective pondering were significantly higher than non-entrepreneurs, and as to the trait of brooding, there is no difference. The participants in the second part are 54 entrepreneur teams attended 2015 FITI held by the Taiwan’s Ministry of Science and Technology. The results showed that, referring to the reflective pondering in the early stage and brooding in the middle stage can positively predict if the entrepreneurial teams could stay till the next stage. After repeatedly measuring the teams who successfully selected into the late stage, the researcher found that the stress tolerance they endured in the late stage of contest is significantly higher than the early stage of contest, and their brooding is significantly higher in the early stage than the middle stage of contest. Among the psychological traits of entrepreneurial teams, the reflective pondering and the stress tolerance in the early stage both can positively predict the innovativeness of early and middle stages, as the stress tolerance in the middle stage can positively predict the innovativeness in the middle stage, and the stress tolerance in the late stage can positively predict the innovativeness in the late stage. In addition, early stage stress tolerance can fully mediate the relation between early stage reflective pondering and middle stage innovativeness.

第一個由政府主導的創業競賽－科技部創新創業激勵計畫始於2013年。邁入第三年，已舉辦了六個梯次。根據科技新報指出，截至2015年4月，其中真正走向新事業發展的僅有38間。因此，本研究欲瞄準獲得優勝的參賽團隊，研究其在創業的歷程中面臨到什麼樣的改變因素，使得參賽團隊改變其方向。 本研究採用個案研究的方式，從FITI計畫歷屆獲得前十名優勝隊伍中挑選出四組作為研究個案，並搭配Timmons Model中所提到的「機會」「團隊」、「資源」及「動態關係」，透過這些面向來探討個案後續新創企業發展的改變因素，及如何與此理論相呼應。 研究結果發現，參與FITI計畫的創業團隊，其後續改變最主要的兩大原因為對未來機會拿捏的不確定性及團隊之間的不協調性；參照Timmons Model，可以很清楚地界定出創業團隊後續改變的因素為何；創業者對「機會」的可控程度為Timmons Model尚未考慮進的因素。 另外，針對研究結果亦提出建議給予未來參賽隊伍，及如何給予FITI計畫政策上的建議。對於參賽團隊而言，一切的因素如合作模式、股權分配等都應在事前談妥。而針對FITI計畫亦提出評審機制、白皮書、技轉三點未來可改進之建議。 / The first entrepreneurial contest held by government was the From IP to IPO (FITI) in 2013. FITI contest had held over two years, nearly 160 entrepreneurial teams, but only 38 of them established companies. Thus, this study aims to explore the reasons why these winning entrepreneurial teams change after the FITI contest. With the method of case study used in this study, four of the top ten winning entrepreneurial teams from over the past years had been chosen as case studies. And by the support of “Opportunity”, “Teams”, “Resources” and “Dynamic Relationships” from Timmons Model, this study aims to explore the reasons why these entrepreneurial team’s changing reasons, also to see how it fits in Timmons Model, and how it interacts with each other. This study finds out that the entrepreneurial teams change because of two reasons, which is the uncertainty to opportunity and the incoherence between team members. Next, the changing reasons can be clearly defined by the use of Timmons Model. Lastly, how much of the controlling power the team held to the opportunity, is one of the factors that Timmons Model had not been considered yet. Last but not least, this study also gave suggestions to the entrepreneurial teams that wanted to attend to FITI contest that everything like division of work should be negotiated at the very first place. On the other hand, three suggestions are also given out to FITI.