本個案D建設公司，為一間中小型自營建商，主要的業務內容為土地開發及洽談委建、合建住辦大樓。企業主本身已有20餘年的經驗，在事業經營能力與面對風險的抗壓性及工務流程都有一定的專業程度，要如何在競爭激烈的市場環境，從危機四伏中逆轉局勢創造轉機，其因應之策略，對許多中小型企業而言，是值得深入探討。
本論文採取教學個案方式撰寫，主要內容為陳述一位白手起家的建商創業家，於創業20年的過程中，在嚴苛的市場環境仍不屈不僥的苦心經營，而在公司內部遇到了重大危機，深知在管理上顯然有很大的漏洞疏失，面對後續建案開發所需要的資金瓶頸是如何籌措保有經營權，合建土地的在地優勢是否能夠取得轉機，在四面楚歌的重劃區，銷售上以差異化策略和市場上的建案做區隔，種種皆考驗著企業主如何因應危機與轉機之策略。
本論文包含個案本文與教學指引兩部分，內容為研究者和個案主角在創業經營公司的過程中所遇到事件，其部份陳述之情節為虛擬，非指特定組織及個人。本研究結論提供創業家在面臨危機時能用不同的面向思維去做決策，從中正視自己的陋習並提升其不足之專業領域，客觀的分析個案中的情境，增加思考的深度與廣度，確保各項決策的成功率。

The object of the study, Construction Company D, is a small- or medium-sized private enterprise that mainly specializes in real estate development and residential and office building construction through cooperation with other entities . The owner of the business has over 20 years of business management experience and can handle risks, cope with stress, and follow business flows well. To plenty of small- and medium-sized enterprises, crisis handling strategies that can produce favorable results and create opportunities under fierce market competition are worth exploring.
This study utilizes an individual case that focuses on an entrepreneur who begins from scratch and perseveres to run a company under harsh market conditions during a 20-year entrepreneurial process. The business owner perceives vulnerabilities in management as the company encounters a severe crisis. The entrepreneur then determines means of raising funds to maintain operations for future architectural projects in case of a capital bottleneck and formulating differentiated sales strategies and appropriate market proposals in case of land consolidation and whether the location of co-constructed land can lead to a favorable outcome. This study illustrates that entrepreneurs should consider proper strategies to cope with and alleviate various crises.
This work comprises two parts, namely, the case study and a teaching guideline, and describes incidents encountered by the researcher and the entrepreneur during the entrepreneurial process. Part of the description is suppositional and not targeted toward any organization or individual. Finally, this study concludes that entrepreneurs can make decisions during crises by thinking from different perspectives and realizing their poor habits, correcting their shortcomings, analyzing situations objectively, broadening and deepening their thinking, and ensuring the effectiveness of their decisions.

中文部分
1. 林萬益「服務與技術的整合:資騰科技」，碩士論文，國立台灣科技大學，台北 (2013)。
2. 陳明安「中小型建商之藍海策略–常安建設創業歷程的故事」，碩士論文，國立台灣科技大學，台北（2015）。
3. 朱延智(2002) ，「企業危機管理」。台北:五南圖書出版股份有限公司。
4. 瀧澤正雄 (1999)，「企業危機管理」。台北市：高貿國際有限公司。
5. 劉常勇 (2004)，「創業管理的第十二堂課」。台北市：天下雜誌出版公司。
6. 劉維琪、李怡宗（1993），「融資順位理論之調查研究」，管理評論12卷。高雄市、嘉義縣。

英文部分
1. Augustine, N. R. (1995), Managing The Crisis You Tried to Prevent, Harvard Business Review, 73 (6), 147-158.
2. Bannock, G., Davis, E., Trott, P. And Uncles, M. (2003), Dictionary of Business, 1sted., London: Economist Books.
3. Booth, A. (1993), Crisis Management Strategy, London Routledge, p.86.
4. Cantillon, R. (1755). Essai sur la nature du commerce en general. London: Macmillan.
5. Carland, James W., Hoy, F., Boulton, W. R. and Carland, J. C. (1984), “Differentiating Entrepreneurs from Small Business Owners： A Conceptualization”, Academy of Management Review, 9 (2), 354-359.
6. Deutsch, Karl W. (1982), Crisis Decision-Making —the Information Approach, Managing International Crisis, Beverly Hills: Sage Publication, Inc.
7. Drucker, P. (1985), Innovation and Entrepreneurship：Practice and principles, N.Y.: Harper and Row.
8. Fearn-Banks, K. (1996). Crisis Communications: A casebook Approach. NY: Lawrance Erlbaum Associate.
9. Garfield, C. (1986), Peak Performers：The New Heroes of American Business, New York: Avon Books.
10. Greenberger, D. B. and Sexton, D. L. (1988), “An interactive model of new venture creation”, Journal of Small Business Management, 26 (3), 107.
11. Jensen, Michael C, and Meckling, William H. (1976), “Theory of the Firm: Managerial Behavior, Agency Costs and Ownership Structure, “ Journal of Financial Economics. (October), 305-360.
12. Leland, Hayne and Pyle, David (1977), “Information Asymmetrics, Financial Structure, and Financial Intermediation, ” Journal of Finance, 32, 371-388
13. Lerbinger, Otto (1997), The Crisis Manager：Facing Risk and Responsibility, Lawrence Erlbaum Associates: New Jersey.
14. Lumpkin, G. T. and Dess, G. G. (1996), “Clarifying the Entrepreneurial Orientation Construct and Linking it to performance”, Academy of Management Review, 21, 135-172.
15. Miles, R. E. and Snow, G. C. (1978), Organizational Strategy, Structure, and Process, N. Y.: McGraw-Hill.
16. Myers, S. C. (1984), “The Capital Structure Puzzle, ” Journal of Finance, July, 577-587
17. Myers, S. C. and Majluf, N. S. (1984), “Corporate Financing and Investment Decisions When Firms Have Information That Investors Do Not Have, “Journal of Financial Economics, June, 187-221.
18. Nielsen, R. P., Peters, M. and Hisrich, R. (1985), “Entrepreneurship Strategy for Internal Markets—Corporate, Non-profit, and Government Institution Cases”, Strategic Management Journal, 6 (2), 181-189.
19. Porter, M. E. (1980), Competitive Advantage, New York：Free Press.
20. Porter, M. E. (1985), Competitive Advantage: Creating and Sustaining Superior Performance, N. Y.: The Free Express.
21. Roscoe, J. (1973), “Can Entrepreneurship Be Taught?”, MBA Magazine, June-July. Schumpeter, J. (1928), “The Instability of Capitalism”, Economic Journal, September, pp. 361-386.
22. Ross, S. (1977), “The Determination of Financial Structure: The Incentive-Signalling Approach,” Bell Journal of Economics. (Spring), 209-243.
23. Schumpeter, J. A. (1934), The Theory of Economic development, MA：Harvard University Press.
24. Weihrich, H. (1982), “The SWOT Matrix-A Tool for Situational Analysis”, Long Range Planning, Vo115, No. 2, P.60.