科技部補助專題研究計畫成果報告
期末報告
失敗創業家東山再起之意圖:失敗成本、失敗學習與創業資源
之整合觀
計 畫 類 別 : 個別型計畫 計 畫 編 號 : MOST 104-2410-H-004-191-執 行 期 間 : 104年08月01日至105年12月31日 執 行 單 位 : 國立政治大學科技管理與智慧財產研究所 計 畫 主 持 人 : 鄭至甫 計畫參與人員: 碩士班研究生-兼任助理人員:王宣閎 碩士班研究生-兼任助理人員:吳君立 報 告 附 件 : 移地研究心得報告 出席國際學術會議心得報告中 華 民 國 106 年 03 月 31 日
中 文 摘 要 : 本一年期研究計畫關注連續創業家有何決策機制,意圖在其前次痛 苦的失敗經歷後再次東山再起?研究過程專注於創業失敗後的現象 ,整合創業失敗成本、失敗後的經驗學習、失敗後的資源移轉,以 及綜觀以上如何影響失敗創業家再創業之意圖。本研究透過了解失 敗創業家的成本認知、支持網絡和失敗後握有資源,探討前次的創 業失敗如何影響再次創業的意圖。本量化實證研究共收集216份樣本 ,並發現縱使創業家在過去失敗經驗中已獲得學習經驗,且克服創 業失敗的成本,然而創業資源仍為失敗創業家決策是否起始下一段 創業計畫之最主要考量因素。本研究提供一個不同的觀點重新檢視 連續創業家在機會識別與資源評估的平衡機制。 中 文 關 鍵 詞 : 創業失敗、失敗成本、失敗學習、創業資源、再創業意圖。 英 文 摘 要 : This one year research project focus on sequential
ventures, to understand the mechanism on entrepreneurial decision-making to restart a new venture after the failure in past business. In the research procedure, we aim to explore the phenomenon of failure in entrepreneurship that incorporates failure costs, lessons learned, resources migration after failure, and how all these contribute to the intention of restarting a new venture. This study hopes to understand how failure can be utilized as a springboard to bounce into a new venture by tapping into one’s cost recognition, support networks, and resources within the social environment. The quantitative method was conducted with 216 samples and we found that the entrepreneurial resource is the major factor to decide venture restart intention, even though the entrepreneur has learned from the past failure experience and overcome the cost of
failure. This study has provide a different view to re-exam the mechanism of sequential entrepreneurs on their
opportunity sense and resources evaluation. 英 文 關 鍵 詞 : Venture failure, entrepreneurial failure costs,
entrepreneurial failure learning, entrepreneurial resource, venture restart intention.
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Failed Entrepreneur Venture Restart Intention: An integrated view of entrepreneurial failure costs, failure learning, and resources
Introduction
Entrepreneurship and their action which have attracted lots of researchers which concentrated on finding the factors which bring on the success in the entrepreneurial ventures (Hannafey, 2003). But many researchers have not agreed that the inadequate attention on failure of entrepreneur has not been attracted by scientists in order to know more detail in the subject of entrepreneurship it is essential to use a more holistic perspective (McGrath, 1999; Singh, Corner, & Pavlovich, 2007). Failure can be painful and costly for the entrepreneur (Coelho & McClure, 2005) who may have to deal with the stigma of failure (Politis & Gabrielsson, 2009), addition to the loss of reputation. The failure entrepreneurs can get caught up shame (Smith & McElwee, 2011), grief (Shepherd, 2003b), discouragement, and rejection (McGrath, 1999). Moreover, a number of emotional costs were considered as the mismanagement of failure (Coelho & McClure, 2005; Shepherd, 2003b; Shepherd, Wiklund, & Haynie, 2009). The failure experiences can be leaded to the negative consequence, for example: committing suicide, murder, or engaging in criminal or abusive behavior (Smith & McElwee). Previous studies found the failure of business lead to a number of costs for entrepreneur, such as the financial costs (Dew, Sarasathy, Read & Wiltbank, 2009; Peng, Yamakawa & Lee, 2010; Van Auken, Kaufmann & Herrmann, 2009) and the social costs (Hasan & Wang, 2008; Kirkwood, 2007; Shepherd et al., 2009). The other costs as the consequence of the business failure also attracted some researcher’s attention (Hayward, Forster, Sarasvathy, & Fredrickson, 2010; Shepherd, 2004; Singh et al., 2007). Recently, some studies were not only focus on analyzing a single failure costs, but they also pay attention to the whole costs of business failure and how those costs affect the entrepreneurs life after failure (Singh et al., 2007; Ucbasaran, Shepherd, Lockett, & Lyon, 2013).
Although failure of business leads to the negative consequences, failure can also leads to tremendous learning opportunities for the entrepreneur (Cope, 2005, 2011; McGrath, 1999; Singh et al., 2007). Adapt to Huovinen and Tihula (2008), the failure of business can lead to the improvement of entrepreneurial skills which can be adopted to the subsequent business. Moreover, it also effects on the entrepreneur’s motivation and decision-making in such a way, such as: the failure entrepreneurs may be delay to start a business again, conversely, it may become more determined to get a successful venture (Cardon, Stevens, & Potter, 2011; Cope, 2011; Singh et al., 2007). Although a
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numbers of scientists paid attention to the failure entrepreneurs as an important field of the entrepreneurship process and in some parts, it need to conduct more research about empirical scrutiny of entrepreneurial failure, and draw more attention to the people who have a failure experience (Singh et al.), (Cope).
This study aims to explore the mechanism of a failed entrepreneur’s intention to restart a new venture, the author specifically interested to the cost of entrepreneurial failure (i.e. social cost and psychological cost), the experience learning from failure (i.e. to oneself, network, and relationship) , the entrepreneurial resources (i.e. human capital and social capital), and its intertwined relationship. The relationship between the failure of business and the learning from failure has attracted many researches including in the management practice (Cannon & Edmondson, 2005; Madsen & Desai, 2010; Mellahi & Wilkinson, 2004) and from the entrepreneurship aspect (Cope, 2011; McGrath, 1999; Minniti & Bygrave, 2001; Politis, 2005; Shepherd, 2003b). Scholars tried to understand about why the business failed and use those information to revise their knowledge of how to manage their business effectively (Shepherd, 2003b). Some scholars argued that failure showed a “clear signal” which something happened wrongly and motivate entrepreneurs to allocate attention to know what something was (Sitkin, 1992). This signal can encourage learning process because the individual can do some researches to know more on which factors led to the failure, so those motivating changes to his/her mental method (Minniti & Bygrave, 2001; Politis, 2005; Ucbasaran et al., 2013). Although numerous researchers mentioned about the relationship between the failure business and the learning process from failure, a holistic view of mechanism driving a failed entrepreneur to restart a new venture is still remain open.
Literature Review
Entrepreneurial Failure Social Costs, Psychological Costs and Failure Learning
Scholar acknowledged that failed entrepreneurs can learn from the prior business failure since they used information about why the business failed in order to revise their existing knowledge (Shepherd, 2003b). This knowledge usually relates to the failed entrepreneur themselves when they managed their business. What can they learn from the prior failure? They can learn about the managing the internal and external stakeholder relationships which was be loose as the result of the social costs after failing. Moreover, they can learn about the building and managing their partnership with the entrepreneur teams which also be affected by the business failure (Cope, 2011; Singh et al., 2007). Because business failure represents a signal that something happened incorrectly and it motivates the failed entrepreneurs pay more attention to deeply understand what did it happen (Sitkin, 1992). Those signals happen when business
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failure can motivate the learning process of failed entrepreneurs because the individual is seem likely to conduct a postmortem to know what led to the business failure. As the result, informing and motivating changes to his/her mental model (Minniti & Bygrave, 2001; Politis, 2005). Moreover, the painful of some close relationship, such as: conflict with the entrepreneurs’ team member, their close friends also can be the motivation to encourage the failed entrepreneurs pay more attention to understand the cause and the consequence of those relationship. Cope (2011) categorized the outcome of learning from experience venture into: better understanding of oneself, understand the deeply reason why the business failed, learning about their networks and their relationship in the social, and learning how to manage the venture better in the future. This study also examined that the failed entrepreneurs engaged in the higher level learning so that they can recover and learning from their costs of business failure. As the result of venture failure, the more social costs (the painful of their relationship) they have, the more knowledge they can learn in order to improve their existing knowledge.
Hypothesis 1: The failed entrepreneur who experience higher social cost in failing would tend to have richer learning.
The failure of business related to an involuntary change not only in the ownership but also the management of the business owing to poor performance. For the entrepreneurs, this failure likely represents as a personal loss (including the network relationship in social and event their motivation in psychological losses), which can create a negative emotional response. The negative emotion which was generated in the failure may effect on the ability to learn from event (Shepherd, 2003b), particularly, when the issues covering the event are ambiguous (Kumar, 1997; Shepherd, 2003b). Based on the Shepherd’s study, in order to gain a deeply knowing of learning from failure cost, we need to discover the role of negative emotion. For entrepreneurs and their family, the firm can be considered as a context for family activity and the epitome of their proud and their social position (Shepherd, 2003b). All of the above suggest that the failure of business with their costs for failing is probable to create a negative emotional feedback from self-employed-that is, grief (Shepherd). Grief is a negative emotional feedback as well as negative emotions have been found to intervene in personal’s allocation of concentration on the processing of information (Mogg, Mathews, Bird, & Macgregor-Morris, 1990; Shepherd, 2003b). Moreover, the interference negatively effects on the personal’s ability to learn from a negative situation (Bower, 1992; Shepherd, 2003b).
Hypothesis 2: The failed entrepreneur who experience higher psychological cost in failing would tend to have lesser learning.
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Cope (2005) mentioned that the learning from experience is a main kind of entrepreneurial learning, they also argued that it is necessary to deeper understand how entrepreneurs learn formative experiences, which related to the entrepreneurial learning “mechanisms”. In order to comprehend the learning mechanism, there is growing in motivating to suggest that significant “events” or “episodes” have an important role in motivating entrepreneurial learning (Cope, 2005; Rae & Carswell, 2000). A numbers of previous researches have pointed the changing outcomes of experiential learning in entrepreneurship. For example, some authors mentioned the changes in thinking and behavior of entrepreneurs, improving in entrepreneurial knowledge, and adjustment of firm strategy and practices (Cope, 2003; Cope & Watts, 2000; Deakins & Freel, 1998). Such the entrepreneurs learned from the failure of business which can be used as the useful lessons in the recovery of their intention in re-starting new business.
Moreover, Minniti and Bygrave (2001) asserted that “entrepreneurs learn by updating a subjective stock of knowledge accumulated on the basis of past experiences” (p.5). Based on the Motivation – Opportunity - Ability (MOA) perspective, in the failure of entrepreneurs, the awareness of useful and necessary lessons from the firm’s failure which may be included some lessons related to learning about themselves: their strengths and weaknesses, learning about their business composed some opportunities and threats, requirement for growth; learning about network; learning about the management (Cope, 2005) is very necessary for failure entrepreneurs gain more knowledge, improve their experience. Based on the traditional experiential learning model, the final phase of the cycle is actively testing the new knowledge (Argyris, 1976; Ellis et al., 2006). Nevertheless, the new knowledge which the failed entrepreneurs had learned from their failure can be tested when they have the motivation to restart their business again in order to apply their lessons learned.
There are a wide range of reason motivate the people into the entrepreneurial career. They can choose the entrepreneurial career because of the negative external forces as the “push”, or they can be motivated by the activities seeking independence, self-fulfillment, wealth as the “pull” theory (Segal et al., 2005). The higher motivation to be entrepreneurs can help the failed entrepreneurs overcome the difficult situation, even the painful costs which they meet in the business failure situation. However, only with the motivation is not enough for the entrepreneurs to overcome the costs of prior failure, they need to learn the valuable lessons from the previous failure. Some recent studies acknowledged that failed entrepreneurs can learn from the past failure as a pivotal aspect of their experience base (Cardon & McGrath, 1999; Minniti & Bygrave, 2001). The painful of the relationship as the result of the social costs of failure can be provide entrepreneurs with the opportunity to learn how to manage those networks more effectively. Moreover, the recent researchers found that failure is an essential
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prerequisite for learning since it can provide the opportunity to show why a failure happened (Sitkin, 1992). In conjunction with those research, McGrath (1999) found that business failure can have the positive effects on entrepreneur’s knowledge and it can help the failed entrepreneurs reduce the uncertainty, increase variety and expand the ability to search the opportunity from the market. Those conditions are very important for them to increase their restart intention establishing a new business in the future. Politis (2008) compared the habitual entrepreneurs and novice entrepreneurs, and found that habitual entrepreneurs seem to have more experience in term of starting up a new venture than novice entrepreneurs. Those experiences they get as the result of the learning process from a large amount of setbacks and potential failure through their prior failure. Based on those useful experiences from the past failure, the habitual entrepreneurs are still pursuing the entrepreneurial career because they can use their valuable lessons to overcome the nature tendency to see failure as something that only bad.
Hypothesis 3: The more a failed entrepreneur learned from failure social cost, he/she would have higher intention to restart a venture.
Hypothesis 4: The more a failed entrepreneur learned from failure psychological cost, he/she would have higher intention to restart a venture.
The influence of entrepreneurial resource on the entrepreneurial restart intention can be viewed by considering the impact of the human capital on the entrepreneurial intention. As earlier mentioned, the human capital includes the entrepreneur’s education and their experience. The impact of education on the decision becoming entrepreneurs referred that the higher educated people are the most likely to become entrepreneur (entrepreneurial intentions) (Bates, 1997; Fairlie & Meyer, 1996). Moreover, the education also has a positive association on self-employment for both genders (Carr, 1996; Robinson & Sexton, 1994). On the other hand, another kind of human capital is experience of entrepreneur was proved that the positive relationship between the experience and the nascent entrepreneurs (Kim et al., 2003). According to Kim et al. (2006), Klepper (2002), Lazear (2004), and Phillips (2002), human capital have been considered as the critical factors in influencing the startup decision. However, the research conducted by Kim et al. (2003) argued that the acquisition of skill and credentials which are the important measurement of human capital may create more attractive opportunities for an individual to work for others, rather than to pursue own business. In addition, the data from the General Social Survey in 1991 pointed that education was negative related to self-employment (Butler & Herring, 1991).
How can the entrepreneurial human impact on the learning process of failed entrepreneurs? In the research conducted by Politis (2005) found that the various
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experiences can be exposed by the failed entrepreneurs who can retrieve the knowledge as the result of experience learning. Moreover, the new knowledge can be gained when the entrepreneurs have a thorough grasp of a business failure experience and transforms those experience to the knowledge (Politis). There are four distinct learning abilities which include experiencing, reflecting, thinking and acting. Based on those steps, the entrepreneurial human capital can be utilized. The entrepreneurs who had the more human capital, they got the useful education and the rich of experiences, the have more ability to transfer the business failure experience into their knowledge in the future though the high level of reflecting what they should learn from prior failure and high level thinking about the reason of failure and transfer those into the useful knowledge. Those valuable lessons that they learned can impact an entrepreneur motivation and decision making to continue their entrepreneurship career or put off starting a venture (Cardon et al., 2011).
Hypothesis 5: The more human capital a failed entrepreneur has after failure would increase the intention to restart a venture after learned from past failure.
The other kind of entrepreneur resource is social capital which have been shown to be of considerable importance in the intention to set up a new business (Bosma, Van Praag, Thurik, & Wit, 2004; Stam & Elfring, 2008). But the social capital, specific the network of entrepreneurs can be affected by the social attitude about the failure. That is the reason why Kirkwood (2007) mentioned that the “tall poppy syndrome” of knocking high achievers discourages individual who have failure business experience from starting again because of the strong negative public reaction to their “fall”. Thus, the social capital including the formal relationship and informal relationship can be negative affect on the entrepreneurial restart desirability.
In term of the social network, Davidsson and Honig (2003) found that the entrepreneurs who derived from families that own business or from community networks owning or encourage self-employment, will use their social network as the condition for the nascent entrepreneurship. However, the social capital not only provides the mechanism for absorbing entrepreneurial experience and the improving of entrepreneurial skills, but it also showed the role of social network has been seen as the motivation mechanism the process of learning based on the social norm about the failure. The failed entrepreneurs who want to gain their losing reputation in the prior failure, the need to learn from their previous research to get the successful in their entrepreneur’s future. So, the social capitals also have the positive effect on the learning ability of failure entrepreneurs.
Hypothesis 6: The more social capital a failed entrepreneur has after failure would increase the intention to re-start a venture after learned from past failure.
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Research Design, Sample and Methodology
Within the period of funded research, a comprehensive literature review is conducted and the hypothesized relationships with logical arguments are proposed as above stated. Meanwhile, the hypothesized relationships among variables were validated through expert interviews. The survey items and questionnaires are carefully develop with pilot test.
In this study, the data are collected by convenient sampling and snowball sampling. The sample descriptions are shown in Table 1 and Table 2. The data analysis procedures includes descriptive statistical analysis, confirmatory factor analysis (CFA), reliability test, Pearson correlation coefficient analysis, structural equation modeling, and hierarchical multiple regression analysis. The analysis results are available upon request.
Table 1. Characteristics of Research Sample Firm (N=216)
Question Categories Frequency Percentage
Firm Age of Last Failure
1-5 years 179 82.87
6-10 years 31 14.35
More than 10 years 6 2.77
Firm Size of Last Failure
2-10 employees 51 23.61
11-50 employees 147 69.44
51-100 employees 18 2.58
More than 100 employees 16 7.4
Industry Type of Last Failure
Manufacture 76 35.19
Service 112 51.86
Others 29 13.43
Table 2. Characteristics of Research Respondent (N=216)
Question Categories Frequency Percentage
Gender Male 129 60
Female 87 40
Age 0-20 years old 0 0
21-30 years old 150 69.4
31-45 years old 55 25.46
46-60 years old 12 5.54
8 Education PhD 2 0.86 Master 35 16.2 Bachelor 170 78.8 High School 7 3.2 Primary School 1 0.4 Other 2 0.8
Number of household 1-3 people 88 40.74
4-5 people 102 47.22
More than 5 people 26 12.04
Result and Discussion
The summary of test result is listed in Table 3.
Table 3. The Result of Hypothesis in the Research
H# Hypotheses Statement Result
1 Entrepreneurial Failure Social Costs positive impact on
Entrepreneurial Failure Learning. Partial supported
2 Entrepreneurial Failure Psychological Costs positive
impact Entrepreneurial Failure Learning. Not Supported
3 Entrepreneurial Failure Learning positive impact on
Entrepreneurial Re-start Intention. Supported
4
Entrepreneurial Failure Learning positive mediates the relationship between the Entrepreneurial Failure Social Costs and the Entrepreneurial Re-start Intention.
Supported
5
Entrepreneurial Failure Learning positive mediates the relationship between the Entrepreneurial Failure Psychological Costs and the Entrepreneurial Re-start Intention.
Supported
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Entrepreneurial Human Capital positive moderates the relationship between the Entrepreneurial Failure Learning and the Entrepreneurial Re-start Intention.
Not Supported
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Entrepreneurial Social Capital positive moderates the relationship between the Entrepreneurial Failure Learning and the Entrepreneurial Re-start Intention.
Not Supported
This study offers good reference for academia and practitioner towards the failure experience of entrepreneurs and the extended activities after personal failed. For
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some cultures, the business failure are less accepted and the failed entrepreneurs suffer not only from their personal costs, but also the unfriendly social norm. However, the failure is normal phenomena in term of economy, it is necessary for people to have positive view towards the business failure and the failed entrepreneurs.
The result of this research shows that the business failure can be seen as the rich source and rich experiences for failed entrepreneurs. However, it also present that not all the failed entrepreneurs can learn the valuable lessons from their failure. They can learn from their painful experience if they have the accurate view. If they attribute their failure by the external factors without considering their role in their failure, they cannot retrieve the useful lessons. In addition, the venture capitalists in Asia is less acceptable to those failed entrepreneurs. Entrepreneurs should prepare to balance and overcome the negative emotions during the startup process and even after failing. Moreover, they have to find their motivation so that they can maintain their intention to become the success entrepreneurs for the next start.
This study has a number of practical implications in term of leaning and motivation for entrepreneurs. Through attribution mechanism, it is possible to encourage individuals to focus on their role in causing of failures. Those causing of failures can result in increased and sustained effort and improved their intention to re-start business.
As the government encourages the private economy, people who have the intention to become entrepreneurs have more opportunities to fulfill their dream. But it is necessary for them to have good preparation so that they can deal with the changing of dynamic environment. In addition, they should learn the method to accept their failure and overcome their previous failure.
There are a number of limitations within this study, which further provide opportunities for follow up work. First of all, the time lag between entrepreneurial failure learning and entrepreneurial re-starts intention that is not captured by the present research. Numerous failed entrepreneurs are likely to recover from their previous failure and building re-start intention, others to choose other forms of employments (Cope, 2011). Thus, recall the memory of failure experience is critical for this research. If the time after their failure is too long, it is extremely difficult for respondents to answer exactly their questionnaire about their psychological costs. In addition, the time also is the pivotal factor when the researchers try to understand more deeply about the relationship between their failure costs and their re-start intention.
Secondly, the diversity of the sample can be further enhanced. It is also interesting to compare the sense of failure in between difference culture, for example, Eastern and Western. In Eastern culture, take Japan for example, it is said that there is no second chance for entrepreneurs who have failed once (Peng & Barney, 2007) and the business failure was being considered a very shameful deed (Tezuka, 1997), filling bankruptcy
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can even be considered a crime, and it leaded to the suicide of top management in some cases (Peng & Barney). Thirdly, as frustrated encountered by failure, our sample might be conservative in responding the questionnaire. In addition, the result returned by the sample can also affected by the emotion. For the future research, in order to retrieve more concise feedback from failed entrepreneur, a carefully designed data collection procedure should be well planned.
Due to the convenience sampling procedure and the nature of ease level of startup, over half of the sample are from the service industry, reflecting the absence of variety industries. We should aware the view point of the failed entrepreneur in service industry could be differ from the other industries due to different business startup factors, such as capital need, behavior of angel/venture capitalist, customer relationships, and partners, etc.
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firm design. Entrepreneurship Theory and Practice, 28(6), 519-531. Segal, G., Borgia, D., & Schoenfeld, J. (2005). The motivation to become an
entrepreneur. International Journal of Entrepreneurial Behaviour & Research, 11(1), 42-57.
Shepherd, D. A. (2003a). Leaning from business failure: Propositions of grief
recovery for the self-employed. Academy of Management Review, 28(2), 318-328.
Shepherd, D. A. (2003b). Learning from business failure: Propositions of grief recovery for the self-employed. Academy of Management Review, 28(2), 318-328.
Shepherd, D. A. (2004). Educating entrepreneurship students about emotion and learning from failure. Academy of Management Learning & Education, 3(3), 274-287.
Shepherd, D. A., & Haynie, J. M. (2011). Venture failure, stigma, and impression management: A self‐verification, self‐determination view. Strategic Entrepreneurship Journal, 5(2), 178-197.
Shepherd, D. A., Wiklund, J., & Haynie, J. M. (2009). Moving forward: Balancing the financial and emotional costs of business failure. Journal of Business
Venturing, 24(2), 134-148.
Singh, S., Corner, P., & Pavlovich, K. (2007). Coping with entrepreneurial failure. Journal of Management & Organization, 13(4), 331-344.
Sitkin, S. B. (1992). Learning through failure: The strategy of small losses. Research in Organizational Behavior, 14(0), 231-231.
Smith, R., & McElwee, G. (2011). After the fall: Developing a conceptual script-based model of shame in narratives of entrepreneurs in crisis! International Journal of Sociology and Social Policy, 31(1/2), 91-109.
Stam, W., & Elfring, T. (2008). Entrepreneurial orientation and new venture performance: The moderating role of intra-and extraindustry social capital. Academy of Management Journal, 51(1), 97-111.
Tezuka, H. (1997). Success as the source of failure? Competition and cooperation in the Japanese economy. Sloan Management Review, 38(2), 83-93.
Ucbasaran, D., Shepherd, D. A., Lockett, A., & Lyon, S. J. (2013). Life after business failure the process and consequences of business failure for entrepreneurs. Journal of Management, 39(1), 163-202.
Van Auken, H., Kaufmann, J., & Herrmann, P. (2009). An empirical analysis of the relationship between capital acquisition and bankruptcy laws. Journal of Small
15 Business Management, 47(1), 23-37.
1
科技部補助專題研究計畫執行國際合作與移地研究心得報告
日期:105 年 6 月 12 日一、執行國際合作與移地研究過程
本次出國移地研究目的旨在藉由參加亞洲創業大賞(Asian
Entrepreneurship Award, AEA 2016)實地觀察創業團隊行動,並執行創業家訪談。
AEA 為日本財團法人未來設計中心(Future Design Center)、東京大學產學合作中心
與三井不動產集團共同主辦之亞洲多國創業交流大會。今年度(民國一百零五年)
於六月六日假日本東京柏之葉開放式創新實驗室(Kashiwa-no-ha Open Innovation
Lab)舉行新創公司交流會,並於六月七日假東京經團連會館舉辦創業大賽。
每年度之 AEA 為邀請制,本年度有來自亞洲 14 國提名、27 支新創隊伍參與,
進行深度的交流和競賽。第一天(六月六日)藉由主辦單位規劃之行程,深度訪問了
解亞洲諸國在創業現場所遭遇之挑戰,並與創業導師及創投業者討論,了解對新
創團隊的期待。此外,並深入探索日本如何藉由產學合作,建立一個開放式創新
之實驗場域及建構一個智慧型城市。第二天(六月七日)於創業大賽現場就近觀察各
國創業團隊之創新,並如何計劃性的切入商業市場。此外,並觀察評審由各方觀
計畫編號
MOST 104-2410-H-004-191 -
計畫名稱
失敗創業家東山再起之意圖:
失敗成本、失敗學習與創業資源之整合觀
出國人員
姓名
鄭至甫
服務機構
及職稱
國立政治大學科技管理與智慧財產
研究所副教授
出國時間
105 年 6 月 5 日至
105 年 6 月 8 日
出國地點
日本東京市
出國研究
目的
□實驗 ■田野調查 ■採集樣本 □國際合作研究 □使用國外研究設施
2
點如何評價新創公司之商業計畫與社會影響力。圖一為筆者與台灣創業代表團隊
安盟生技及精能醫學於創業大賽現場留影。
圖一:AEA 創業大賽台灣創業代表團隊
二、研究成果
創新始於對某專業的基礎向上開發,正因為對自己專業的瞭解,更有機會從中
尋找創新創業的機會;但反而言之,卻也可能因為已被該領域的習慣制約,而缺
乏創新思維。創業家應嘗試跳脫習慣框架,在自我專業上,由基本需求面思考,
尋求創新契機與商機。
新創團隊通常侷限於微觀地建構自我的商業模式,卻鮮少思考自我的商業模式
在巨觀的全球商業生態系統中佔有什麼地位?所提供的價值主張如何為整體商業
系統推進至下一哩路?而自我的商業模式又如何在價值鏈中推進至極限?在此生
態系統中誰是關鍵利害關係人?其可能是領域內的同業,也可能是從未想過的跨
領域異業夥伴(或潛在競爭者)。
慎選團隊的投資(法)人,
「天使資金」重要的是「天使」
,其次才是「資金」
。一
3
位好的天使可以協助、輔導、引領團隊進入市場,她是團隊極度重要的策略夥伴。
因此在尋找投資天使時,團隊應謹慎思考期待由天使身上得到什麼策略性的資
源?她有何人脈資本能夠協助你內部營運與外部開拓?而團隊願意放棄多少股權
以換取這些資源?
新創團隊在初期常耗費眾多心力投注於市場與通路開發,然而卻忽略了供應鏈
與生產面在整體商業價值傳遞的重要性。許多新創公司的夢靨在於後端生產追不
上前端市場,以及成本與利潤的平衡。台灣的團隊不只在市場策略上要有國際的
思維,我們處於世界製造工廠的環帶中,在生產製造上更要善用全球與區域國家
的資源。
有商業機會的地方就會有創業家進入,在創業的歷程中,除了商業模式外,團
隊應再進一步思考產品或服務對社會有何影響? 想清楚這一點也有助於協助團隊
對價值主張有更明確的擬定。然而,對社會的影響力也包含負面的,例如廢棄物、
心理層面等。創業家也不應迴避對社會的責任,並審慎規畫營運模式。
三、建議
近期國家推行亞洲矽谷計畫,在就近觀察日本東京柏之葉開放式創新實驗室及
柏之葉智慧城市後,深刻感受一個創業群聚場域與創業友善環境涉及多元面向,
除了政策制度外,尚需完善的系統,並與產、官、學、研各方共同努力推展。
四、本次出國若屬國際合作研究,雙方合作性質係屬:(可複選)
□分工收集研究資料
□交換分析實驗或調查結果
□共同執行理論建立模式並驗証
□共同執行歸納與比較分析
□元件或產品分工研發
□其他 (請填寫) _______
4
五、其他
1
科技部補助專題研究計畫出席國際學術會議心得報告
日期:105 年 10 月 10 日一、參加會議經過
本次出國目的旨在參加管理與組織評論:第二屆研究新域研討會(Management
and Organization Review: 2nd Research Frontiers Conference)。本會議由管理與組織
評論(Management and Organization Review)期刊主辦,中國北京大學光華管理學院
承辦,始於民國一百零五年十月五日,迄於民國一百零五年十月七日,為期三日
之國際研討會。
本會議於北京大學光華管理學院舉行,此會議為一小型密集深度研討會,與會
者有來自世界各國之學者,如亞洲、北美洲、澳洲、歐洲等,本研討會主軸聚焦
於中國新興市場之管理與組織議題,研討主題囊括:中小企業生態圈群聚、連結
與績效;中國中型企業國際化策略;多層次視角之中國組織創新、創意與創業;
中國創新創業政策下之規範研究機會;中小企業區域生態圈之結構與演化;新興
經濟下多國籍中小企業創新之機構限制與文化支持。本研討會分為六場論壇,小
計畫編號
MOST 104-2410-H-004-191 -
計畫名稱
失敗創業家東山再起之意圖:
失敗成本、失敗學習與創業資源之整合觀
出國人員
姓名
鄭至甫
服務機構
及職稱
國立政治大學科技管理與智慧財產
研究所副教授
會議時間
105 年 10 月 5 日至
105 年 10 月 7 日
會議地點
中國北京市
會議名稱
(中文) 管理與組織評論:第二屆研究新域研討會
(英文)
Management and Organization Review: 2nd Research Frontiers
Conference
發表題目
(中文) 臺灣創業生態之典範移轉
2
型緊密式研討會使得與會學者皆有深度的討論,並相互建議評價,為品質極高的
會議。圖一、二分別為筆者於大會報告及論壇討論現場。
筆者所發表之論文“Paradigm shift of Taiwan Entrepreneurial Ecology”旨在探討
台灣在目前政府、產業、學界與社會的現況下,創新創業場域所遭遇的問題。在
研究結果中,由跨世代、跨產業、跨官民及跨國際的角度下探討,並給予政策建
議。論壇中,來自各國的學者亦呼應本研究之成果,分享各自國家之現象與經驗,
並由研究角度相互討論可能的延伸發展。
3
圖二:筆者於大會論壇與談討論
二、與會心得
由於本研討會為小型緊密式研討會,無論在討論深度、研究社群連結上及研討
品質上皆非常精實。在此次會議參與過程中,筆者受到相當大的啟發,除個人之
研究領域外,應進而連結產業實務。身為學者,應走出象牙塔外,更緊密的與各
界互動,以宏觀且敏銳的觀察力,探索社會前沿問題,嘗試由社會科學角度,前
瞻預測,深入挖掘。本會議中之發表多為新穎之研究成果或前瞻的研究議題,眾
多學者將自身研究議題,拋磚引玉,期待在會議中尋求建議,啟發靈感,為進一
步的研究探索機會。在會議過程中各方討論相當熱絡,激盪出不少正向火花,對
筆者後續之研究方向亦有相當之啟發,此些寶貴經驗亦將做為今後個人研究精進
之參考。
三、發表論文全文或摘要
發表論文簡報摘要請參閱附件一。
4
四、建議
參與國際研討會,與世界學術舞台連結是提高臺灣學術能見度最直接且有效率
的方法,筆者非常感謝科技部經費補助。對於一位年輕學者,參與國際研討會不
僅可拓展個人的眼光,與國際研究趨勢接軌,對於個人的生涯與研究發展亦有極
深遠之影響。期盼未來,政府能夠持續秉持培育後進的熱忱,對於新進教師給予
各方面適時之補助與關懷。余並自許,在教學與研究上努力突破,以朝向全方位
之學者為目標。
五、攜回資料名稱及內容
研討會議程、論文發表報告簡報檔。
六、其他
無
5
1
Paradigm shift of
Taiwan Entrepreneurial Ecology
Don Jyh‐Fu Jeng Graduate Institute of Technology, Innovation & Intellectual Property Management Taiwan Chengchi University Taiwan’s Industry Clusters Source: Wu (2016). Industrial Development in Taiwan, R.O.C. Industrial Development Bureau, Ministry of Economic Affairs. Source: Industrial Technology Research Institute. We're all doing the same thing! • Government: • Public governance, industrial policy, institutional entrepreneurship, innovation platform, performance evaluation. • Industry: • Open innovation, innovation clusters and eco‐systems, industrial organizations, resource‐based theory, network governance, entrepreneurship, technological foresight and forecasting. • University: • University‐industry linkage, entrepreneurship education, higher education innovations, knowledge creation and diffusion, technology commercialization. Global Entrepreneurship Monitor (GEM) National expert survey (NES) 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 R&D Transfer 2010 2011 2012 2013 2014 2015 Status Observed! • Government: • Budget deficit, budget tight, low efficient. • Industry: • Tiny‐preneurship, talent shortage, economic growth difficulties, emerging industry challenges, enterprise transformation challenges. • University: • Pressure (global ranking/professorship promotion/social expectation), homogenization between universities. • Society: • Social capital (i.e., trust, security) deduction, rising unemployment, wealth inequality, low birth rate, people anxiety increase. What are wrong?2 Research Methodology • Global Entrepreneurship Monitor (GEM) 2010‐2015 • Adult population survey (APS): n=2000 / year • National expert survey (NES): n=36 / year • Focus Group • Industry + official + academia • Qualitative Interview • Industry + official + academia + generation • Field Study • 8 sites Findings & Suggestion Entrepreneurial Ecology Cross‐ generation Cross‐ industry Cross‐ official‐civil Cross‐ national Cross‐generation • Cross‐generation conflict • Entrepreneurial motivation shifts in generations • Economic/business model shifts in generations • Entrepreneurship education policy Cross‐industry
• Cross‐industry Innovative service opportunity New venture opportunity & development • Government support on cross‐generation / cross‐industry Cross‐official‐civil • What government should do? • Resources duplication vs leveraging • Support system on entrepreneurial environment • Role model • Open communication platform Cross‐national • Talents • Vision • Global mobility
3 What is missing? Technology / Service Ideas Innovation Management & Entrepreneurship Incubation Cluster Capital Industry Market ……
?
As a scholar, should we come back to the original and ask some basic questions?!科技部補助計畫衍生研發成果推廣資料表
日期:2017/03/29科技部補助計畫
計畫名稱: 失敗創業家東山再起之意圖:失敗成本、失敗學習與創業資源之整合觀 計畫主持人: 鄭至甫 計畫編號: 104-2410-H-004-191- 學門領域: 科技管理無研發成果推廣資料
104年度專題研究計畫成果彙整表
計畫主持人:鄭至甫 計畫編號: 104-2410-H-004-191-計畫名稱:失敗創業家東山再起之意圖:失敗成本、失敗學習與創業資源之整合觀 成果項目 量化 單位 質化 (說明:各成果項目請附佐證資料或細 項說明,如期刊名稱、年份、卷期、起 訖頁數、證號...等) 國 內 學術性論文 期刊論文 0 篇 研討會論文 0 專書 0 本 專書論文 0 章 技術報告 0 篇 其他 0 篇 智慧財產權 及成果 專利權 發明專利 申請中 0 件 已獲得 0 新型/設計專利 0 商標權 0 營業秘密 0 積體電路電路布局權 0 著作權 0 品種權 0 其他 0 技術移轉 件數 0 件 收入 0 千元 國 外 學術性論文 期刊論文 0 篇 研討會論文 1J.-F. Jeng (2016), Paradigm shift of Taiwan Entrepreneurial Ecology. Management and Organization Review: 2nd Research Frontiers Conference, Beijing, China, Oct. 5-7, 2016.
專書 0 本 專書論文 0 章 技術報告 0 篇 其他 0 篇 智慧財產權 及成果 專利權 發明專利 申請中 0 件 已獲得 0 新型/設計專利 0 商標權 0 營業秘密 0 積體電路電路布局權 0
著作權 0 品種權 0 其他 0 技術移轉 件數 0 件 收入 0 千元 參 與 計 畫 人 力 本國籍 大專生 0 人次 碩士生 2 博士生 0 博士後研究員 0 專任助理 0 非本國籍 大專生 0 碩士生 0 博士生 0 博士後研究員 0 專任助理 0 其他成果 (無法以量化表達之成果如辦理學術活動 、獲得獎項、重要國際合作、研究成果國 際影響力及其他協助產業技術發展之具體 效益事項等,請以文字敘述填列。) 主辦亞洲青年創業峰會: Mar. 27-Apr. 1, 2016.