New Venture Strategy-A Study of the Relationship between Strategy-Choice and Its Performance

• Main Authors: Hsu,Mei-Chen, 許美真
• Other Authors: Chang,Wen-Long
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/44025618569204502313

碩士 === 實踐大學 === 企業管理學系碩士班 === 97 === Abstract It has been widely accepted that new venture has the capability in job creation, and creativity of innovation. It has also been recognized as a foundation in promoting economic growth, in technical development, and in social stabilization. Furthermore, Johnson(1986) argued that new venture is a mean of catalytic agent to be youth for those old industries. Nevertheless, it, as always, can motivate the existent industries to become more efficiently in business management, more aggressively in expending market. Certainly, it contributes an important impact on the management, and product innovation. Under no exception, Taiwan is one of victims of this economic meltdown. It makes Taiwan new ventures, which are in the recovering from inflationary, to be worse. The 2008 economic meltdown causes a dramatic change in the consumer behavior leading to the recession. How to take the benefit on the resources and to adopt what kind of strategy is new ventures’ priority task in approaching a higher business performance. Therefore, this study researched the relationship between strategies making and performance of new ventures. We mailed questionnaire to those enterprises of Dreams Square, and examined strategies adopted by different groups, and identified their difference on business performance. Through statistic analysis, factor and cluster analysis revealed 4 new venture strategic archetypes. Then through Discriminate Analysis, we obtained 95.7% accuracy. Finally, we used Analysis of Variance to study the difference of performance among them. The result suggests: 1. With different resource, the new ventures will formalize various Strategic groups. Four new venture strategic archetypes can be distinguished: Intellectual Technology, Assets Network, Integrative Resource ability, and Capital Innovation advantage groups. 2. Different Strategic groups, due to the adoption of the differences between competitive strategies, will appear different performance. Our research reveals that the Capital Innovation advantage group has the superior business performance in the groups, and the Intellectual Technology advantage group will have the worst performance among all of four groups. Key Words: New venture, Strategic choice, Strategic groups, Business performance.