IC設計公司身處在知識密集和創新週期快速變化的競爭激烈環境下，生存與成長是一個非常嚴峻的挑戰。過去幾年，在台灣排名前10名的IC設計公司經常改變。IC設計公司，資本額小，有著高的成長率與毛利率，成為在台灣高科技產業的重要產業。因此，我們選擇“IC設計公司”為我們的個案討論。探討一個新成立的IC設計公司如何在競爭的環境下成功，對於一個新創公司，其有限的資源、技術、管理和行銷能力尚位成熟的種種不利條件以及劇烈的市場競爭下，對於新公司而言，探討核心資源的獲取，累積並轉化這些核心資源為真正的競爭優勢是非常重要的成功關鍵。
最近的文獻關於高科技新創事業以討論創業精神，創業團隊和資本資源為最多。然而，很少有學術研究討論關於新創事業，資源累積的過程以及協調運作的能力。本研究利用資源基礎觀點及動態能力理論為理論架構找出新創事業的核心資源。然後，整合客戶參考，共同創造理論來探討新創企業的成長。此外，並以兩階段的實務經驗來描述互補資源作為新創事業生存和發展的關鍵要素。最後提到，公司領導人應確保動態發展，協調和整合資源與能力，以強化公司在產業中的競爭地位。
這項研究是基於多個案研究的方法。我們進行深入訪談 10家IC設計公司的企業家。通過實證的證據，結合理論和實務的觀點，確定三個核心資源也就是技術，人脈網絡和正當性，以及兩階段也就是新興和嵌入階段，利用資源累積進入市場並保持成長。此外，協調整合資源與能力在不確定的環境下持續競爭優勢。

In the knowledge-intensive, rapid innovation cycle and the highly competitive environment, we found the ranking of the top 10 IC design companies have changed fast for the past few years. The top 10 IC design companies, with small capital, high growth rate and gross profit rate, are becoming the flaming focus of high-tech industry in Taiwan. Hence, we choose “IC design companies” as our study cases. How could these brand new IC design companies thrive in a competitive market? For a start-up company, its’ limited resources, technology, management and marketing ability are not mature, and the level of asymmetry information is high. Given their liability of newness and increasing market competition, it is critical for new venture to explore and exploit core resource acquisition and accumulation, and transform these core resources into actual competitive advantages.
Most of the recent literatures focused on the topic of high-tech ventures based on entrepreneurship, founding teams, and capital resources. However, there are few reported academy researches on the process of resource accumulation and orchestration capability for the survival and growth of new ventures. We address this gap by developing a conceptual framework to identify the core resources in the IC-design industry. The study starts with the resource-based view and the dynamic capabilities theory for the identification of these core resources needed to enter the market of new high-tech business. Then, the integration of customer references and co-creation theory was made to explore the growth of new ventures. Furthermore, the two stages of development for new ventures were used to describe that how complementary resources serve as key elements of survival and growth. Finally, the organization leader should ensure dynamic re-development, coordination, and integration of resources and capabilities to enhance a company’s competitive position in the industry.
This study is based on multi-case study methodology. We conducted in-depth interviews with entrepreneurs of 10 IC design companies. Through empirical evidence, integration of the theory, and practical perspective, the identification of three core resources(technology, network and legitimacy), two stages(emerging and embedding), utilization of the resource accumulation that needed to enter the market and keep growing in the industry for new ventures were made. In addition, orchestration of the resources and dynamic capabilities under volatile environment are also important to sustain competitive advantages.

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