大学商务孵化器价值创造项目的全过程集成管理方法研究
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摘要
经过几个世纪的演化,在21世纪下,很多企业已从资本驱动进入创新驱动,新创事业蓬勃发展。新创企业在发展初期容易失败,因此商务孵化器出现,在经验、资金、资源等方面给予适当的支持。商务孵化器协助孵化的新创事业将创新能力转换为价值的辅导与提高。商务孵化器从1960年代发展至今超过半世纪,世界各国均有孵化器的推广用以辅导中小型企业的发展。而大部分的孵化器与大学或研究机构结合,以利用大学及研究机构既有的丰富研发能力。大学商务孵化器不仅能扶持创业项目、促进产业升级,更重要的是它还能结合区域内的经济资源协助产业发展与多元化经营,有效地将技术扎根与延伸,并创造就业机会,让科技人才有更多发展与成长的空间。
从本质上而言,孵化一个新创企业本身就是一个项目管理,因为它从起始、规划、孵化(执行)、监控到毕业(收尾),具备独特性、一次性以及临时性的项目特性。1960年代开始萌芽的现代项目管理理论,随着科技的发展,到了21世纪初,现代项目管理已经成为世界各国最受瞩目的管理学之一。虽然商务孵化器具备了项目的特性,但是大部分的大学商务孵化器对对于创业项目的孵化仍然采用传统的管理与营运模式,这使得大学商务孵化器的效率受到很大制约。
随着产业环境、创业条件、经营方式等竞争差异化以及多元化的发展,各大学商务孵化器也开始面临更激烈的挑战。这些挑战包括：从业人员专业素养的提高、创新网络的集成、大学商务孵化器的整体综效发挥与价值创造、对进驻企业管理与审核机制的强化、以及大学商务孵化器本身知名度的提高、以及“品牌化”发展等等。
如果能够结合日渐成熟的项目管理理论,应用在具备项目特性的大学商务孵化器,并建构一套价值创造项目集成管理模式,从而协助孵化器的运作,提高孵化器的管理能力,为受孵化的创新企业创造或增加更多的价值,将会是一件在管理上很有意义的事。
本研究的主要内容如下：
一、研究大学商务孵化器如何集成资源为所孵化的项目创造价值
面对新创的孵化企业,大学商务孵化器究竟要如何集成其所拥有的内外部网络与企业资源、构建出一套能够为创业项目创造价值的孵化流程,为受孵化企业进行创新与创造价值,以创新的服务帮助企业起步,并且寻求自身在市场上的立足点,而不是一味的依附在政策的保护之下,此为本研究的重点之一。
二、研究大学商务孵化器如何进行知识创新与知识应用并转化为受孵化企业创新的能力
知识经济强调“价值创造”,而作为“智慧服务的产业”的大学商务孵化器是知识经济的提供者,到底这个知识的提供者本身是如何进行知识创新与知识应用并转化为受孵化企业的创新能力,为本研究探讨的第二个重点。
三、研究大学商务孵化器如何进行“价值创造”和如何对所孵化的新创企业产生贡献
在大学商务孵化器为新创企业提供创造价值的孵化流程后,这个流程所创造的价值又是如何对新创企业作出贡献?此为本研究探讨的第三个重点。
四、研究大学商务孵化器如何通过孵化项目的全过程集成管理方法对孵化项目进行孵化管理与价值创造
项目管理方法是一套科学的、系统的方法。而大学商务孵化器对于新创企业的孵化便具备了项目的根本属性。项目管理的方法成为大学商务孵化器的孵化活动中不可缺少的一项工具。如果让大学商务孵化器能够更有效地掌握现代项目管理方法,对于其孵化流程的效率与成果将有莫大帮助。研究如何让大学商务孵化器通过孵化项目的全过程集成管理方法掌握价值创造模型,为本研究的第四个重点。
本研究的目的,希望运用资源与动态能力理论以及创业网络理论观点来提高大学商务孵化器为了提高孵化项目创造价值的能力,融合生命周期理论与项目集成管理理论的观点,研究资源集成、价值创造、价值实现与项目管理之间的关系,探讨大学商务孵化器“如何”运作资源集成、运用知识创新能力来孵化新企业,以及“如何”集成项目要素集成管理与价值创造的方法,创造与延续新创企业的动态核心能力与永续价值,进而构建“大学商务孵化器价值创造项目(亦即“大学商务孵化项目”)的全过程集成管理模型”。
本研究的结论为：运用资源理论、社会网络理论、价值创造理论以及项目集成管理理论等,提出了一套大学商务孵化项目的全过程集成管理模型,并以实际案例进行论证。这些模型包括：
(M1)大学商务孵化项目的组织集成管理模型
(M2)大学商务孵化项目的资源集成管理模型
(M3)大学商务孵化项目的知识集成管理模型
(M4)大学商务孵化项目的全面集成管理模型
(M5)大学商务孵化项目的机会确认与价值定位集成管理模型
(M6)大学商务孵化项目的可行性分析与决策集成管理模型
(M7)大学商务孵化项目的价值集成管理模型
(M8)大学商务孵化项目的价值实现过程集成管理模型
(M9)大学商务孵化项目的全过程集成管理模型
After centuries of evolution, in the 21st century, many companies turned from capital-driven into innovation-driven. New starup businesses created flourishly. The new start-ups are easily to fail in the early stages of development. In order to facilitate the new start-up businesses, there appeared business incubation centers which give appropriate supports to the new companies such as business experiences, capital, technology and other resources. Business incubation centers assist new businesses to convert their creation and innovation energy into value and upgrade. Business Incubation Centers have been developed more than half a century since the 1960s. It is now a world wide trend that most countries promot the incubators operation in order to help their small and medium enterprises. Most of the incubators cooperate with the universities and research institutes to take advantage of their rich R&D energy. The University Business Incubation Centers not only support entrepreneurial projects, promote industrial upgrading, more importantly, they also integrate the region's economic resources to assist industrial development, diversify local businesses, effectively extend and transfer the technology to the businesses. Of coure, they also help creating employment and facilitate IT personnel to have more development and growth opportunities.
Basically, the incubation of new start-ups is a Project, because it is from the start-planning-incubation (implementation)-monitoring/controlling and graduation (finishing). It is with the unique characteristics of a one-time item as well as temporary.The modern project management theory has budded since the 1960s. With the development and proliferation of technology, by the early 21st century, the development of project management has matured to become the most renowned management school of learning in the world. Although the Business Incubation Centers have the characteristics of Project, basically, most of the University Business Incubation Centers are still adopting the traditional management and business model.
With more and more competition in industrial development and business operations for the new star-up companies, the University Business Incubation Centers also began to face more intense challenges which include the upgrading of professional accomplishment, innovation networks integration, the synergy of the overall value creation, business management and auditing. Also, how do the university business incubators increase their visibility and their "incubation brand".
If we can combine the increasingly sophisticated Project Management Theory with the Project Management Theory to construct a set of values creation integrative project management models to help the operation of the incubators to enhance their management capacity, and make the incubators help there new firms more, it would be a matter of great significance in the management.
The main contents of this study are as follows:
1. To understand how do the University Business Incubation Centers intergate their internal and external social networks and enterprise resources to create value and build the incubation procedures.
2. To research how do University Business Incubation Centers proceed knowledge on innovation and application of knowledge, and transfer knowledge into business innovation capability.
3. To deeply explore how does "value-creation" generate contributions for new start-ups.
4. To study how do University Business Incubation Centers use Project Integration Management skills to handle the value creation model.
The purpose of this study is to use Resource-Based resource network, dynamic capabilities and entrepreneurial theories to upgrade the ability of value creation capability for the University Business Incubation Centers. With point view of incubation life cycle and project management, to study the relationships among resource-integration, value creation and value realization of the University Business Incubation Centers. To study "how" do Incubators operate resource integration, proceed knowledge and innovation capacity to incubate new businesses. Then construct a set of Value-Creation Project Integrative Management Models for University Business Incubation Centers.
The conclusions of the study are:Use Resource Theory, Social Network Theory, Theories of Value Creation and Project Integration Management Theory to create a series of integrative Project Management Models for the Value-Created Projects of University Business Incubaors, with case study to prove them. These models are:
M1. The Organization Integration Management Model for the Incubating Project of the University Business Incubators.
M2. The Resources Integration Management Model for the Incubating Project of the University Business Incubators.
M3. The Knowledge Integration Management Model for the Incubating Project of the University Business Incubators.
M4. The Entire Integration Management Model for the Incubating Project of the University Business Incubators.
M5. The Opportunity Confirmation and Value Positioning Integration Management Model for the Incubating Project of the University Business Incubators.
M6. The Feasibility Study and Decision Making Integration Management Model for the Incubating Project of the University Business Incubators.
M7. The Value Integration Management Models for the Incubating Project of the University Business Incubators.
M8. The Value-Realized Process Integration Management Models for the Incubating Project of the University Business Incubators.
M9. The Whole Process Integration Management Models for the Incubating Project of the University Business Incubators.
从本质上而言,孵化一个新创企业本身就是一个项目管理,因为它从起始、规划、孵化(执行)、监控到毕业(收尾),具备独特性、一次性以及临时性的项目特性。1960年代开始萌芽的现代项目管理理论,随着科技的发展,到了21世纪初,现代项目管理已经成为世界各国最受瞩目的管理学之一。虽然商务孵化器具备了项目的特性,但是大部分的大学商务孵化器对对于创业项目的孵化仍然采用传统的管理与营运模式,这使得大学商务孵化器的效率受到很大制约。
随着产业环境、创业条件、经营方式等竞争差异化以及多元化的发展,各大学商务孵化器也开始面临更激烈的挑战。这些挑战包括：从业人员专业素养的提高、创新网络的集成、大学商务孵化器的整体综效发挥与价值创造、对进驻企业管理与审核机制的强化、以及大学商务孵化器本身知名度的提高、以及“品牌化”发展等等。
如果能够结合日渐成熟的项目管理理论,应用在具备项目特性的大学商务孵化器,并建构一套价值创造项目集成管理模式,从而协助孵化器的运作,提高孵化器的管理能力,为受孵化的创新企业创造或增加更多的价值,将会是一件在管理上很有意义的事。
本研究的主要内容如下：
一、研究大学商务孵化器如何集成资源为所孵化的项目创造价值
面对新创的孵化企业,大学商务孵化器究竟要如何集成其所拥有的内外部网络与企业资源、构建出一套能够为创业项目创造价值的孵化流程,为受孵化企业进行创新与创造价值,以创新的服务帮助企业起步,并且寻求自身在市场上的立足点,而不是一味的依附在政策的保护之下,此为本研究的重点之一。
二、研究大学商务孵化器如何进行知识创新与知识应用并转化为受孵化企业创新的能力
知识经济强调“价值创造”,而作为“智慧服务的产业”的大学商务孵化器是知识经济的提供者,到底这个知识的提供者本身是如何进行知识创新与知识应用并转化为受孵化企业的创新能力,为本研究探讨的第二个重点。
三、研究大学商务孵化器如何进行“价值创造”和如何对所孵化的新创企业产生贡献
在大学商务孵化器为新创企业提供创造价值的孵化流程后,这个流程所创造的价值又是如何对新创企业作出贡献?此为本研究探讨的第三个重点。
四、研究大学商务孵化器如何通过孵化项目的全过程集成管理方法对孵化项目进行孵化管理与价值创造
项目管理方法是一套科学的、系统的方法。而大学商务孵化器对于新创企业的孵化便具备了项目的根本属性。项目管理的方法成为大学商务孵化器的孵化活动中不可缺少的一项工具。如果让大学商务孵化器能够更有效地掌握现代项目管理方法,对于其孵化流程的效率与成果将有莫大帮助。研究如何让大学商务孵化器通过孵化项目的全过程集成管理方法掌握价值创造模型,为本研究的第四个重点。
本研究的目的,希望运用资源与动态能力理论以及创业网络理论观点来提高大学商务孵化器为了提高孵化项目创造价值的能力,融合生命周期理论与项目集成管理理论的观点,研究资源集成、价值创造、价值实现与项目管理之间的关系,探讨大学商务孵化器“如何”运作资源集成、运用知识创新能力来孵化新企业,以及“如何”集成项目要素集成管理与价值创造的方法,创造与延续新创企业的动态核心能力与永续价值,进而构建“大学商务孵化器价值创造项目(亦即“大学商务孵化项目”)的全过程集成管理模型”。
本研究的结论为：运用资源理论、社会网络理论、价值创造理论以及项目集成管理理论等,提出了一套大学商务孵化项目的全过程集成管理模型,并以实际案例进行论证。这些模型包括：
(M1)大学商务孵化项目的组织集成管理模型
(M2)大学商务孵化项目的资源集成管理模型
(M3)大学商务孵化项目的知识集成管理模型
(M4)大学商务孵化项目的全面集成管理模型
(M5)大学商务孵化项目的机会确认与价值定位集成管理模型
(M6)大学商务孵化项目的可行性分析与决策集成管理模型
(M7)大学商务孵化项目的价值集成管理模型
(M8)大学商务孵化项目的价值实现过程集成管理模型
(M9)大学商务孵化项目的全过程集成管理模型
After centuries of evolution, in the 21st century, many companies turned from capital-driven into innovation-driven. New starup businesses created flourishly. The new start-ups are easily to fail in the early stages of development. In order to facilitate the new start-up businesses, there appeared business incubation centers which give appropriate supports to the new companies such as business experiences, capital, technology and other resources. Business incubation centers assist new businesses to convert their creation and innovation energy into value and upgrade. Business Incubation Centers have been developed more than half a century since the 1960s. It is now a world wide trend that most countries promot the incubators operation in order to help their small and medium enterprises. Most of the incubators cooperate with the universities and research institutes to take advantage of their rich R&D energy. The University Business Incubation Centers not only support entrepreneurial projects, promote industrial upgrading, more importantly, they also integrate the region's economic resources to assist industrial development, diversify local businesses, effectively extend and transfer the technology to the businesses. Of coure, they also help creating employment and facilitate IT personnel to have more development and growth opportunities.
Basically, the incubation of new start-ups is a Project, because it is from the start-planning-incubation (implementation)-monitoring/controlling and graduation (finishing). It is with the unique characteristics of a one-time item as well as temporary.The modern project management theory has budded since the 1960s. With the development and proliferation of technology, by the early 21st century, the development of project management has matured to become the most renowned management school of learning in the world. Although the Business Incubation Centers have the characteristics of Project, basically, most of the University Business Incubation Centers are still adopting the traditional management and business model.
With more and more competition in industrial development and business operations for the new star-up companies, the University Business Incubation Centers also began to face more intense challenges which include the upgrading of professional accomplishment, innovation networks integration, the synergy of the overall value creation, business management and auditing. Also, how do the university business incubators increase their visibility and their "incubation brand".
If we can combine the increasingly sophisticated Project Management Theory with the Project Management Theory to construct a set of values creation integrative project management models to help the operation of the incubators to enhance their management capacity, and make the incubators help there new firms more, it would be a matter of great significance in the management.
The main contents of this study are as follows:
1. To understand how do the University Business Incubation Centers intergate their internal and external social networks and enterprise resources to create value and build the incubation procedures.
2. To research how do University Business Incubation Centers proceed knowledge on innovation and application of knowledge, and transfer knowledge into business innovation capability.
3. To deeply explore how does "value-creation" generate contributions for new start-ups.
4. To study how do University Business Incubation Centers use Project Integration Management skills to handle the value creation model.
The purpose of this study is to use Resource-Based resource network, dynamic capabilities and entrepreneurial theories to upgrade the ability of value creation capability for the University Business Incubation Centers. With point view of incubation life cycle and project management, to study the relationships among resource-integration, value creation and value realization of the University Business Incubation Centers. To study "how" do Incubators operate resource integration, proceed knowledge and innovation capacity to incubate new businesses. Then construct a set of Value-Creation Project Integrative Management Models for University Business Incubation Centers.
The conclusions of the study are:Use Resource Theory, Social Network Theory, Theories of Value Creation and Project Integration Management Theory to create a series of integrative Project Management Models for the Value-Created Projects of University Business Incubaors, with case study to prove them. These models are:
M1. The Organization Integration Management Model for the Incubating Project of the University Business Incubators.
M2. The Resources Integration Management Model for the Incubating Project of the University Business Incubators.
M3. The Knowledge Integration Management Model for the Incubating Project of the University Business Incubators.
M4. The Entire Integration Management Model for the Incubating Project of the University Business Incubators.
M5. The Opportunity Confirmation and Value Positioning Integration Management Model for the Incubating Project of the University Business Incubators.
M6. The Feasibility Study and Decision Making Integration Management Model for the Incubating Project of the University Business Incubators.
M7. The Value Integration Management Models for the Incubating Project of the University Business Incubators.
M8. The Value-Realized Process Integration Management Models for the Incubating Project of the University Business Incubators.
M9. The Whole Process Integration Management Models for the Incubating Project of the University Business Incubators.
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