本論文藉由發生在趨勢科技的三個新事業發展的個案故事，來分析與印證企業「興業管理」，與「策略管理」兩方面，如何綜合成為企業「策略興業」理論，交互影響的演變過程。
為了探討「策略興業」的個案故事，本論文分別整理多篇「興業管理」，與「策略管理」兩方面的重要理論文獻，以「策略興業」理論為最後的依歸，設計出一個綜合的、「歷程性」的研究架構與構面。本研究主張將企業興業的過程區分為：「機會辨識與發掘」、 「商業模式概念形成」、「策略資源/能力取得」與「策略資源/能力累積與承諾」四大階段。而每一個歷程階段包涵「創新」 、「事業網路」、「組織學習」與「策略資源/能力」四大策略管理因子。企業的競爭優勢，便是在「策略興業」的歷程中，由數個策略管理因
子在組織中演化而建構出來。企業組織管理上的挑戰，便是在於經理人們，如何能夠有效地調和這個「策略興業」過程中的衝突與落差，如何將組織的策略資源與能力，藉由 整合、重組、轉化與學習而提昇。
由個案故事的分析，本研究發現在「策略興業」活動中，所選擇的「創新型態」，會具 體地，對於所希望學習或是培養的新核心能力，與策略資源的選擇，有明顯的影響。而 這個「創新型態」決定，則是與「興業家（們）」如何認知與詮釋「機會」與「價值」 息息相關。所以，「興業家（們）」的過去的經驗與認知，是「策略興業」的重要基石。 而攸關於「策略興業」的成果如何轉化、積累，成為組織長期的核心能力與競爭優勢， 則取決於高階經理人「心智模式」的學習與進化。 / Based on three true case stories from Trend Micro, a well known information security software company, the goal of this thesis is to present, analyze and to consolidate, how 「entrepreneurship management」and 「strategic management」 impact the 「strategic entrepreneurship」running inside Trend Micro.
By reviewing both「entrepreneurship management and 「strategic management」research streams, and important articles, this research adopts 「strategic entrepreneurship」as the theory ground, and based on 「strategic entrepreneurship」theory to design a processoriented research architecture. There are four milestone phases selected and designed in the research architecture : 「opportunistic searching」、「new concept of business opportunity」、「strategic forcing and building」and 「institutionalization, change strategy」. This process can describe how the entrepreneurship process itself, and how it interplays with corporate strategy. Furthermore, to analyze the facts, actions of the collected case stories, this research specifiedly selected four strategy management subjects : 「innovation」、「network」、「organizational learning」and 「strategic resource/capability」in every milestone phase.
By using this research architecture, selected subjects, and collected case stories, this research presents how the competitive advantage and core competency evolve in the「strategic entrepreneurship」projects. In addition, the collected case material also demonstrate what conflicts and managerial difficulties happened in organizational that managers need to cope with. The challenge to managers is how to manage the unavoidable changes brought from 「strategic entrepreneurship」processes, and still can integrate、recombine、transform and continuously learn and build up company core competency for tomorrow’s competition.
This research concludes that the decided form of 「innovation」substantially impacts on the selection of strategic resource/capability and the adoption of new competency. Furthermore, how the「entrepreneur」and the incubation team members acknowledge、discover and recognize the entrepreneurial 「opportunity」and
「value」, will greatly influence on the innovation happening. Finally, during the 「strategic entrepreneurship」process, the「mindset」of top executives team will determinedly decides how the exploration results will be accumulated、transformed and institutionalized as part of organizational long term strategy.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0949320911 |
| Creators | 張一中, Chang, Yi Chung |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
Page generated in 0.0021 seconds