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研究生:包大衛
研究生(外文):David Anthony Boulter
論文名稱:機會辨識與創業家創造力:以質性研究探討實際商業應用
論文名稱(外文):Opportunity Recognition and Entrepreneurial Creativity: A Qualitative Study into the Practical Business Implications
指導教授:陳明惠陳明惠引用關係
口試委員:李傳楷邱文宏
口試日期:2016-06-03
學位類別:碩士
校院名稱:國立中興大學
系所名稱:科技管理研究所
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2016
畢業學年度:104
語文別:英文
論文頁數:45
中文關鍵詞:機會辨識創業家創造力
外文關鍵詞:entrepreneuropportunity recognitionentrepreneurial creativitycoopers’ stage gate modelproduct cycle
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The existing studies of entrepreneurial creativity and opportunity recognition are not sufficient to reveal the importance of how these two important aspects can be best used within a business. The reason for the lacking amount of sufficient studies is because most other papers focus on quantitative data, while entrepreneurial creativity and opportunity recognition, being difficult to measure is more suited to a qualitative study. Therefore, there is a need to fill this gap with an understanding of linking these two concepts with real life situations. The purpose of this paper is to explore where opportunity recognition and entrepreneurial creativity fit in within the daily operations of running a business. This has been looking at the product life cycle, using Coopers’ Stage gate model as a basis for the new framework. As arguably the most important aspect these two concepts influence is, new products and taking opportunities within the marketplace, we will explore the following topics: (1) How do entrepreneurs use their creativity to take advantages of opportunities for their businesses? (2) How do entrepreneurs recognise opportunities for their businesses? (3) How do these two aspects effect the day to day operations business in real life? (linking this with the product life cycle). In this study we will conduct a case study on the Virgin group and interview real life entrepreneurs for their in depth views and opinions on these topics. Our findings reveal that Virgin use these aspects unconsciously and could have made less mistakes through use of the model. With the individual entrepreneurs that we have started to survey, the findings thus far also support our initial thoughts, being that they too mostly use these aspects unconsciously and would benefit from actively utilising the stages in the model.
This paper looks into the links between entrepreneurial creativity and opportunity recognition with the business cycle and Coopers’ stage gate model, by integrating all of these different parts and using first hand data to optimise this, highlighting the importance of taking action at the right time when thinking about developing new products or identifying new markets. What we will try to achieve is to bring the long standing theories into reality.


Table of Contents
I. Introduction 1
II. Theoretical Background and Propositions……………….……………………………………. 3
2.1 Opportunity Recognition 3
2.2 Entrepreneurial Creativity 4
2.3 The Product Life Cycle 7
2.4 Coopers Stage Gate Model 7
III. Research Framework 9
3.1 Model Background 11
3.2 The Three New Stages 11
IV. Research Methods 15
4.1 Interview Questions 15
4.2 Background of the Interviewees 16
V. Results of Case Study 18
5.1 Company Background 18
5.2 Interpretation of the Case 21
5.3 Analysis of the Business Model 22
5.4 How this Fits into the New Model 23
VI. Results from the Questionnaires 26
VII. Discussion 29
7.1 Research Limitations 31
VIII. Conclusion and Future Areas of Study 32
IX. References 33
X. Appendicies 37

List of Figures
Figure 1. The Product Lifecycle 9
Figure 2. The Proposed Model ………………………………………………………………….10
Figure 3. Table for the New Stages 14
Figure 4. Virgin Timeline 19
Figure 5. Virgin Hierarchical Structure 20
Figure 6. Virgin Business Model 21
Figure 7. Examples of Where Virgin Unconciously Used the Model 25

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