高科技創業團隊特性與其創業條件互動之研究--創業階段觀點

• Main Authors: Aeron Wang, 王柏勝
• Other Authors: 溫肇東
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/23533594698644001799

碩士 === 國立政治大學 === 科技管理研究所 === 90 === Abstract In the past 10 years, America was experiencing the ‘New Economy’. In the period of time, the growth rate of economy was high, and the unemployment rate, interest rate and inflation rate were very low. What powered that are the high-tech start-ups created by the intersection of technologies, funds and many talents on the basis of fast progress in information and Internet technologies. These new companies refreshed the markets and induced positive competitions. In a start-up, what needs to be discussed the most is the venture team. John Nesheim said that how investors read a business plan is reviewing the abstract at first then going across to the composition of venture team. The contribution of high-tech industries to the GNP of Taiwan is getting more and more. The literatures about starting a SME are so abundant. It is also why this research focuses on the high-tech venture teams. This research observes a venture team from entrepreneurial phase perspective. We divide the progress of starting a new venture into four phases: concept generation, concept realization, company commencement and expansion. We try to figure out what differences of venture team characteristics are and how they are developed in the four phases. On the other hand, all venture teams face the conditions composed of opportunities and resources. These conditions will definitely affect the changes of venture team characteristics, and vice versa. This research probes into how venture teams and entrepreneurial conditions interact with each other on the theory basis of ‘Social Resources Transferability’. We get the conclusions as following. 1. The sources of venture teams are often from personal social network. What’s more, personal abilities and professions are both important criteria. 2. The inducements of devoting oneself to starting a new venture are anticipation of good development and low opportunity cost. 3. With the development of entrepreneurial phases, venture team characteristics will change, and it represent the progress that a start-up reinforce its organization capability and network capability. 4. The discrepancies of venture team backgrounds are helpful to face an industry with high uncertainty. 5. A venture team recognizes opportunity with its creativity. In addition, a venture team can obtain and deploy the resources with its leadership. Both creativity and leadership are affected by venture team completeness, experiences, and shared values. The intentions of creativity and leadership are different in different entrepreneurial phases.