近年因創新創業的熱潮，加上政府積極推動校園衍生企業相關補助計劃誘因，成功地激勵師生創業，同時也帶進了群眾募資的崛起。然而，藉著群眾募資平台，除了向贊助人集資，還能夠預先取得市場回饋，以作為後續發展參考的依據，另一方面也可達到曝光等行銷效果。根據2015全國眾籌行業年報指出，台灣群眾募資案件數從2012年至2015年分別為96件、319件、726件及978件逐年升高，四年間成長餘十倍之多，由此可見群眾募資在校園衍生企業等新創事業所扮演著重要角色。
因此，本研究藉由Sirmon(2011)所提出的資源動態諧和理論觀點，使用個案研究法探討校園衍生企業參與群眾募資的資源取得、選擇及運用之資源動態諧和過程，作為後續校園衍生企業參與群眾募資之參考途徑。
研究結論發現，校園衍生企業藉由校方或教授有利於群眾募資資源之取得與建構，像是人脈資源、基礎空間設施、創業知識、名聲等等；同時，企業在擁有彈性的資源下更能在群眾募資過程中發揮槓桿效果，透過建立一個攻不可破的競爭優勢，得以取得資助者信任、贊助及成功募資達標；最後，群眾募資達可上架之標準的募資前期預備速度，會因平台的國家、語言、規則、規模、性質等特性而定。

In recent years, the innovation and entrepreneurship boom has not died down. Moreover, the government actively promoted incentives of subsidy programs for University Spin-off (USO) to successfully motivate teachers and students to start businesses. It also brings up the rise of crowdfunding. Through the crowdfunding, it can raise funds from sponsors, obtain market feedback as a reference for development, and achieve marketing effectiveness simultaneously. According to the literature in the past, the number of people who taking part in crowdfunding in Taiwan from 2012 to 2015 was 95, 319, 726 and 978 respectively, in the four years of growth more than ten times the number of people grew more than ten times in just four years, we can see that crowdfunding plays an important role in the development of USO.
In the study, with the Resource Orchestration theory proposed by Sirmon(2011), we use case studies to study the process of USO participating crowdfunding, as a reference for other USO to participate in crowdfunding follow up. According to the conclusion of research, with resource obtaining and construction of the school or professors is beneficial for the resources for crowdfunding, such as network resources, infrastructure, entrepreneurial knowledge, reputation. Having a flexible resource can play leverage effect during the crowdfunding process. By establishing an unbreakable competitive advantage, it can obtain the sponsor's trust, sponsorship and complete crowdfunding successfully. Finally, the preparing speed to reach the shelving platform standard depends on the platform’s country, language, rules, size, nature and other characteristics.

一、中文部分
1.吳文清，付明霞，趙黎明，(2016)。我國眾籌成功影響因素及羊群現象研究。軟科學30(2):5-8。
2.吳思華，(2002)。策略九說：策略思考的本質。復旦大學出版社。
3.倪寧曦，陳玉婕，金百鎖，(2017)。投資者視角下的獎勵型眾籌問題研究。計算機系統應用26(7):17-23。
4.施耀欽，(2017)。群眾募資芻議。證券服務660:99-100。
5.張其香，姜先策，(2016)。大學衍生企業創業能力提升及大學促進機制研究。科技進步與對策14(33):149-154。
6.陳姿伶，(2004)。個案研究法(Case Study)
7.龐文，(2013)。大學衍生企業的能力：概念及其特性。科技管理研究13:110-114。
8.價值創造計畫。2017/12/22，引自：經濟部網站https://ivcpa.tdp.org.tw/html/about.aspx
9.Kickstarter提案規劃。2017/11/22，引自：Kickstarter網站 https://www.kickstarter.com/

二、英文部分
1.Barney,J.B.(1986). Strategic factor market: Expectations, luck, and business strategy. Management science 32(10), 1231-1241.
2.Barney, J. B.(1991). Firm Resources and Sustained Competitive Advantage. Journal of Management 17, 99-120.
3.Barney,J.B. & Arikan, A. M. (2001). The resource-based view: Origins and implications. The Blackwell handbook of strategic management, 124-188.
4.Bathelt, H., Kogler, D. F.,& Munor, A. K.(2010). A knowledge-based typology of university spin-offs in the context of regional economic development. Technovation 30(9-10), 519-532.
5.Bellini, E., Capalldo, G., Edstrom, A., Kaulio, M., Raffa, M., Ricciardi, M.,&Zollo, G.(1999). Strategic paths of academic spin-offs: Acomparative analysis of Italian and Swedish cases. Paper presented at the 44th ICSB Conference, Naples.
6.Bigliardi, B., Galati, F., & Verbano, C.(2013). Evaluating performance of university spin-off companies: Lessons from Italy. Journal of Technology Management and Innovation 8(2), 178-188..
7.Chatterjee S, & Wernerfelt B.(1991). The link between resources and type of diversification: theory and evidence. Strategic Management Journal 22, 747-776.
8.Chang, L., & Jinshan, L.(2016). Antecedents of Success Rate of Award-Based Crowdfunding: The Case of the Kickstarter. Modern Economy 3(7), 250-261.
9.Coase, R. H.(1937). The nature of the firm. economica 4(16), 386-405.
10.Floyd, S.W.,& P. J. Lane(2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. Academy of management review 25(1), 154-177.
11.Garvin, D. A.(1983). Spin-offs and the new firm formation process. California Management Review 25(2), 3-20.
12.Grant, R. M.(1991). The resource-based theory of competitive advantage: implications for strategy formulation. California Management Review 114-135.
13.Grant, R. M.(1995). Comtemporary strategy analysis. Blackwell publishers.
14.Gerber, E, M., Hui, J, S., & Kuo, P, Y.(2012). Crowdfunding:Why People Are Motivated to Post and Fund Projects on Crowdfunding Platforms.
15.Hafeez, K., Y. Zhang,Y. B. &Malak, N.(2002). Determining Key Cpabilities of A Firm Using Analystic Hierarchy Process. International Journal of Production Economics, 76(1), 39-51.
16.Hafeez, K., Y. Zhang, Y. B. &Malak, N. (2002). Core competence for sustainable competitive advantage: a structured methodology for identifying core competence. Engineering Management, IEEE Transactions on 49(1), 28-35.
17.Helfat, C.E., Finkelstein, S., Mitchell, W., Singh, H., Teece, D. J.& Winter, S. G.(2007). Dynamic capabilities-Understanding Strategic Change in Organizations. Black well Publishing.
18.Hitt, M., & Michael, A.(1998). Attributes of successful and unsuccessful acquisitions of US firms. British Journal of Management 9(2), 91-114.
19.Klofsten, M., &Jones-Evans, D.(2000). Comparing academic entrepreneurship in Europe- the case of Sweden and Ireland. Small Business Economics 14(4), 299-309
20.Lavie, D. (2006). The competitive advantage of interconnected firms: An extension of the resource-based view. Academy of management review 31(3), 638-658.
21.Mcqueen, D, H., & Wallmark, J, T.(1982). Spin-offs companies from Chalmers university of technology. Technovation 1(4), 305-315.
22.Mollick E.(2014). The dynamics of crowdfunding: An exploratory study. Journal of Business Venturing 29(1), 1-16.
23.Mollick, E.(2012). The Dynamics of Crowdfunding: Determinants of success and failure. Social Science Research Network Scholarly Paper.
24.Ordanini A., Miceli L., Pizzetti M., &Parasuraman A.(2011). Corwd-funding: Transforming customers into investors through innovative service platforms. Journal of Service Management 22(4), 443-470.
25.Osterwalder, A.,& Y. Pigneur(2010). Business Model Generation: A Handbook For Visionaries, Game Changers, And Challengers Author: Alexander Osterwalder, Yves.
26.Oliver, C.(1997). Sustainable competitive advantage: combining institutional and resource-based views. Strategic Management Journal 18, 697-713.
27.Peters, T. J., &Waterman, R. H.(1982). In search of excellence: Lessons from America’s best-run companies.
28.Priem. R. L. & J. E. Butler(2001). Tautology in the resource-based view and the implications of externally determined resource value: further comments. Academy of management review 26(1), 57-66.
29.Puranam, P., Singh, H., &Zollo, M.(2003). A bird in the hand or two in the bush?: Integration trade-offs in technology-grafting acquisitions. European Management Journal 21(2), 179-184.
30.Rasmussen E., Mosey S., & Wright M.(2011). The evolution of entrepreneurial competencies: a longitudinal study of university spin-off venture emergence. Journal of Management Studies 48(6), 1314-1345.
31.Rasmussen, E., & Borch, O, J.(2010). University capabilities in facilitating entrepreneurship: A longitudinal study of spin-off ventures at mid-range universities. Research Policy 39(50), 602-612.
32.Shane, S.(2000). Prior knowledge and the discovery of entrepreneurial opportunities. Organization Science 11(4), 448-469.
33.Shane, S. A.(2000). A general theory of entrepreneurship: The individual-opportunity nexus, Edward Elgar Publishing.
34.Shane, S.(2001). Technology regimes and new firm formation. Management Science 47(9), 1173-1190.
35.Schwienbacher A, & Larralde B.(2010). Crowdfunding of small entrepreneurial ventures. Handbook of Entrepreneurial Finance. Oxford University Press.
36.Smilor, R. W., Gibson, D. V., & Dietrich, G. B.(1990). Univsersity spin-out companies: technology start-ups from UT-Austin. Journal of business venturing 5(1), 63-76.
37.Sirmon, D. G., Hitt, M. A., &Ireland, R. D.(2007). Managine firm resources in dynamic environment to create value: Looking inside the black box. Academy of management review 32(1), 273-292.
38.Sirmon, D. G., Hitt, M. A., Ireland, R. D., &Gilbert, B. A.(2011). Resource orchestration to create competitive advantage breadth, depth, and life cycle effects. Journal of Management 37(5), 1390-1412.
39.Smith, K. G. & D. Di Gregorio(2002). Bisociation, discovery and the role of entrepreneurial action. Strategic entrepreneurship: Creating a new mindset 129, 150.
40.Steffensen, M., Rogers, E, M., & Speakman, K.(1999). Spin-offs from research centers at a research university. Journal of Business Venturing 15(1), 93-111.
41.Teece, D. J.(1984). Economic analysis and strategic management. California Management Review 26(3), 87-110.
42.Wernerfelt, B.(1984). A resource-based view of the firm. Strategic management journal 5(2), 171-180.
43.Weatherston, J.(1995). Academic Entrepreneurs: Is a spin-off Company too risky Proceedings of the 40th International Council on Small Business, Sydeny, 18-21.
44.Yin, R. K.(1994). Discovering the future of the case study method in evaluation research.” Evaluation Practice 15(3), 283-290.