Entrepreneur is the destructor of present mechanism, but entrepreneur also can be the value creator of company. If company can make good use of the energy of the entrepreneur, entrepreneur will create enormous value for the company. So how to manipulate the power of entrepreneur becomes an important issue. This article discusses this issue from a perspective of Corporate Venture Capital. According to the independent-unit characteristic of CVC, start-up can avoid rigid bureaucracy and culture. The whole value creation process is as follows: Through CVC, parent company supports entrepreneur to build up business, and parent company will receive strategic value when start-up succeeds. There are two kinds of strategic value; one is the purpose of investment plan, another one is the activation of Corporate Entrepreneurship. As we know, when the core element of investment plan is entrepreneur, the plan is basically different from other plans. The essence of the investment plan which is based on the power of entrepreneur is Corporate Entrepreneurship. The definition of CE in this article is the process in which company makes use of individual entrepreneurship under the common vision to do innovative activities to create strategic value for the organization. In other words, from CVC perspective, the managing model of CE is the new venture growth model. CVC can follow the new venture growth model to support entrepreneur to build up business, and the success of start-up can return strategic value to parent company and promote the Corporate Entrepreneurship of parent company. After the discussion of the ecosystem, culture and investment cases of IC design industry in Taiwan, we interview three professional in CVC area to get further details. Then we build the new venture growth model for company to make good use of the power of entrepreneurs.

Entrepreneurship is the foundation of the economic for each country. It has an inevitable impact onmicro- and macro-economic factors such as GDP, economic growth, employment/unemploymentrate, regional development, etc. Thus, entrepreneurial practices are crucial for each country in orderto have better economic conditions.Growth is the dominant part of entrepreneurial practices from which the success of small firms canbe assessed and evaluated. Firm’s growth involves different aspects such as motives, finance andownership strategies, indicators, and growth stimulus. These factors together provide a pattern ofgrowth that is different from one company to another.Since the advent of the Internet there has been changes in the business world and the terms such asdotcom, digital entrepreneurship, e-services, e-banking, etc. made a dramatic change in the way ofdoing business. Some companies were established based on the Internet and their income andexistence relied on the Internet. Some others on the other hand, use traditional method of businessbesides using the Internet as an extra tool.This study examines the small business growth pattern in order to find out how small firms grow.Furthermore, the difference between the growth pattern of digital firms and traditional companies isexamined to find out how the pattern of growth differs from dotcoms to the brick-and-mortars.This study is based on a qualitative research method with the approach of a case study research. Thecase study is designed on one major case to go deep while having four other supporting companiesin order to get the best results with the least subjectivity. The questionnaire was designed on a semistructureand the results were coded for the pattern. The questions were designed based on theconceptual framework which was changes based on the results and optimized.The results from this study provide a framework that gives a pattern of growth for small firms. Thesuggested framework of growth pattern has some major components: growth motive, growthstrategy, growth indicator, and growth stimulus. Furthermore, the research findings define the majordifferences between the growth pattern of dotcoms and brick-and-mortars.

This dissertation introduces the model of opportunistic adaptation to explain new venture growth. In established firms processes of change and adaptation usually imply a transition from one steady-state strategy to another and a problem oriented perspective as firms change in response to potential threats to their current positions. However, in the context of new ventures, adaptation is less about moving from one existent strategy to another and more about the entrepreneur’s effort to reach a steady state for the first time by continuously experimenting and combining resources in creative and innovative ways. The model of opportunistic adaptation rests on three key assumptions: 1.) new venture growth results from actions grounded in an opportunistic (proactive) logic; 2.) entrepreneurial cognition is viewed as an antecedent to all organizational actions leading to growth; 3.) the relationship between entrepreneurial cognition and action is influenced by industry and firm level attributes. The model is tested using quantitative and qualitative data on new ventures founded between 1996 and 2006 in technology intensive industries. The results provide partial support for the notion of opportunistic adaptation as a process in which entrepreneurial cognition, firm and industry related factors are closely intertwined. The results of the dissertation suggest that some aspects of entrepreneurial cognition, such as entrepreneurial schema focus have a more direct effect on actions related to new venture growth than others whose effect is strongly moderated by contextual influences such as industry growth and social network heterogeneity. This dissertation also finds that not all types of organizational actions associated with an opportunity logic lead to new venture growth. Of the three action types included in the model (fast, diverse and frequent) only action diversity was found to have a positive impact on new venture growth. Theoretical implications of the study results for both the literature on new venture growth and the literature on organizational adaptation, as well as practical implications are discussed.