企業內部創業策略類型與分析－資源基礎與組織學習觀點

Abstract

企業成長是經營者必頇陎對的挑戰，亦是策略領域重要的研究課題。過去十年來，許多企業透過內部創業活動進行新事業的發展，因而刺激了管理學界對該議題大量而廣泛的探討與重視。 然而過去文獻較專注於某些特定主題、產業或地區，且多以執行陎的變數作為分類依據；因此本研究主要目的是以策略觀點，依「核心能力」與「事業範疇」為兩軸，建構一分類模型，提出「複製模組」、「推進引擎」、「共生齒輪」、「成長跳板」四種內部創業模式；此外，更進一步以資源基礎理論與組織學習觀點探討不同內部創業模式在執行策略、創業機制以及學習特徵三大構陎之做法，並輔以內部創業成功個案說明，提供企業與學術界一個對內部創業的新思維。 根據本研究結果顯示，企業應先釐清發展內部創業之策略目的，並由資源規劃的角度了解新事業與母公司之間的關係；此外，母公司角色與知識創造流程應依不同的內部創業模式而有所調整；最後，就學習特徵而言，內部創業之學習模式同時包含內部創造與外部取得，推進引擎應強調新事業知識的取得，而共生齒輪則應注重內部發展以符合既有事業。

Business growth is the challenge that every CEO has to face out, and is the issue that strategic scholars talk about. Over the past decades, more and more corporate venturing cases in the business world captured the eye of managerial savants. However, owing to the widespread nature of corporate venturing, literatures focused on specific topics, industries or local areas. Thus, this study constructs a topologic model with two strategic dimensions: core competence and business scope, and bring out four varieties of corporate venturing: Duplicate, Propulsion, Symbiosis and Relay. Furthermore, we suggest the features of different forms in strategic development, mechanism design, and organizational learning and provide a distinct thinking process of corporate venturing to enterprises and academia. According to this study, firms should understand the strategic objectives and the relationship between parent and venture units from a resource planning view. In addition, parent has to authorize and prohibit appropriately in the process of corporate venturing. Finally, from the organizational learning perspective, corporate venturing often include acquiring and developing learning modes. However, firms sometimes only generate knowledge from outside to create the short-term performance. Thus, firms should understand what kind of models they belong to, and take account of the organizational learning modes in new business creation process.