過去五年可以說是台灣新創組織最為興盛的時期，只要有創新的想法、優良的技術團隊都有可能獲得投資人的親睞，懷抱熱情、夢想的新創不在少數，但五年後當時存活下來的新創屈指可數，這樣的問題出現在哪？
台灣的新創組織應該開始學習驗證創業機會，提高創業議題的存活率，而外部創業機會的辨識將會影響組織內部架構與流程的變化，適切的內外部配適將會帶給組織成長的競爭力。
因此本研究以質化研究為研究方法，探討個案公司-酷洗科技(化名)為2015年創業，為洗衣業O2O服務，橫跨洗衣、物流、線上服務三大領域，詳細分析個案公司如何辨別外部的創業機會與內部組織的流程配適，
本研究希望透過新創組織的個案，透過雙重配適模式作為研究思路探索新創公司應如何藉由外部的創業機會辨識進而達到機會的辨識與延伸，進行第一次配適影響組織策略達到環境配適，而內部組織與流程如何配合組織策略完成第二次配適，進而達到內、外部配適以獲取更多生存機會。藉此提供新創組織在內外部配適上的參考。

The past five years can be seen as the most thriving days of the start-up organizations in Taiwan. Only if the teams have innovative ideas and superior technology, it is possible for them to be admired by the investors. So, not a few start-up companies with great passion and dream emerged. However, after five years, those that can survive in today’s competitive environment are scarce. At this point, what is the problem that causes such outcome?
In fact, the start-up organizations should begin to learn to verify the entrepreneurial opportunity, so that the rate of the start-up companies to survive in the market can be raised. Since external entrepreneurial opportunity will affect the organization’s internal structure and flowchart change, proper internal and external fitting will bring competitiveness and growth to the organization.
Therefore, this study adopts qualitative method as the research method. It discusses the case company, KWT, which was founded in 2015 to offer O2O service to the laundry industry. Besides, it involves three major fields—laundry, logistics, and online service. By means of detailed analyzing this case start-up company, this paper tries to understand how the company identified external entrepreneurial opportunity, and how it carried out the internal organization’s flowchart fitting.
With the start-up organization case, this study expects to probe into how the start-up companies can achieve opportunity identification and opportunity extension through external entrepreneurial opportunity identification. By such way, the first fitting can be proceeded to influence on the organizational strategies and actualize environmental fitting. In the meantime, the internal organization and flowchart can figure out how to coordinate with the organizational strategies to accomplish the second fitting. Consequently, the start-up organizations can complete internal and external fitting to gain more surviving chances. It is hoped that in regard of internal and external fitting, this paper can provide reference to the start-up organizations.

摘要 I
ABSTRACT II
致謝 III
目錄 IV
表目錄 VI
圖目錄 VII
第1章、 緒論 8
1.1 研究背景與動機 8
1.2 研究問題與目的 10
1.3 研究範圍與流程 11
第2章、 文獻探討 14
2.1 創業家與創業家精神 14
2.2 創業機會識別 16
2.3 內部配適 19
第3章、 研究方法與架構 22
3.1 研究方法 22
3.2 研究架構 26
3.3 研究觀察重點 28
3.4 研究對象 30
3.5 資料蒐集與分析 31
第4章、 個案描述 33
4.1 產業概況 33
4.2 個案公司簡介 33
4.3 創辦人背景描述 34
4.4 個案公司發展歷程 35
第5章、 個案分析 46
5.1 機會辨識及內部配適 46
5.2 機會辨識與內部配適之關係 52
第6章、 研究結論與建議 53
6.1 結論與研究貢獻 53
6.2 研究限制與研究未來方向 56
參考文獻 57
附錄 61