在全球經濟緊縮，台灣景氣持續亮黃藍燈號的情況下，新創事業的出現將會帶給社會一股活水。但在新創事業面對不確定與變動的環境下，如何運用「策略創業」的方式找尋存活的機會，在創業尋求機會與策略尋求優勢找出平衡點，進而在創業的過程中隨即製造優勢。而策略創業中，Sirmon et al.(2011)所提出的「資源動態諧合」架構，主張在創業的初期，從資源的取得開始，就應配合公司的核心能力與願景，從而謹慎挑選適合的資源，而後與自身的核心能力進行整合，並運用不同的策略，藉此提升競爭優勢與創造價值。

本個案研究透過單一個案研究法，將個案內容以「資源動態諧合」理論架構來分析與說明個案公司在資源應用的策略，並且深入探討個案公司從創業初期時之資源挑選與策略運用。並於結論時提出「資源管理框架」對於新創事業於資源有限時如何依據此架構依行策略之運籌，在資源挑選的過程隨即融入策略應用，以最大限度的整合資源與自身能力，持續的拓展與延伸核心能力。

Nowadays, as the global economy moves toward recession and the economy of Taiwan is slowing down, new ventures might be a good way of bring new life into our society. The task for new ventures is how to apply “Strategic Entrepreneurship” theory on solving the problems how to survive from the rapidly changing and unstable nature of market; to find a balance between “opportunity seeking” and “advantage seeking”; and create competitive advantages.

In year 2011, Sirmon et al. announced the “Resource Orchestration” framework, they indicates that new venture should increase competitive advantage and create value by a method of selecting required resources to match up with their core competencies and vision; then integrate the resources with their core competencies and come up with diversified strategies.

This paper implements the single case study method, analyzing the case with “Resource Orchestration” framework. We scrutinize the start-up stage of the case company which applied the strategy mentioned above to select required resources and strategies. In conclusion, we point out that “Resource Management Framework” will help new venture merging the strategies into the process of resource selecting and integrating resources with their own abilities to explore their core competences continuously.

中文部分
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