企業在成長的過程中，常常會遇到內部人才流失的問題，育才和留才成了一個重要的課題。內部創業除了能維持企業成長動能之外，也可以鼓舞士氣，同時也達到人事升遷管道暢通的效果。當企業在成長的過程其組織也會跟著一起膨脹，當企業組織膨脹到一定的程度之後就會影響到部分產品的競爭力，組織結構也會變得相對複雜與僵化，也因此造成對市場的快速變化無法及時的做出決策，人才也可能因為沒有舞台而流失。因此企業除了努力的引進新產品維持競爭力之外，也應該將各類產品獨立經營，成立新公司或是轉投資的方式，將這些不同類別的產品轉給新的公司經營，創造舞台，培養接班人，並為公司創造更佳的業績。
本研究以Steven的創業過程作為個案，希望經由分析個案的創業過程，可以探討母公司在推行內部創業時，內部創業領導人應有的人格特質，以及分析內部創業領導人在創業過程中，面對創業時許多的不確定因素所採取之策略的管理意涵，進而作為企業經營者在採用企業內部創業時經營決策上的參考。

Nurturing talent and retaining talent are the two biggist issue when an enterprise is growthing. In this way, internal venturing can provide a momentum for the growthing enterprise and also encourage employee working hard to get promotion.
On the other hand, the organization structure will expand and less competitive when the enterprise is growthing. In that way, we couldn’t make the right decision immediately and some employees may leave the company.
Therefore, companies should develope new products in different product lines and operate by setting up new companies. In this case, there will be a chance for the company and a new position for promotion.
In this study, we analyse Steven’s entrepreneurial process as a case. We can research on which personality intrapreneurship leader should have when the company is in the implementation of internal entrepreneurship. Futhermore, when the company is facing an uncertain circumstance, the manager should make correct decisions on the reference in the use of the enterprise business.

(一)中文部分
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(二)英文部分
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(三)網路資料
1.產業價值鏈資訊平台（http://ic.tpex.org.tw/index.php ）