創業家失敗經驗對東山再起事業經營之影響研究：以意會活動觀點探討

An Exploratory Study of How Entrepreneurs’ Failure Experiences Influence New Business Creation When Bounce Back: In Sensemaking Viewpoint

失敗經驗如何成為創業家東山再起的資糧？失敗創業家如何從東山再起過程中意會過去失敗經驗與現有環境的互動條件，從中培養復原力和進行個人管理能力和資源調整，而降低再次陷入失敗的風險之中？過去研究多著重創業失敗或成功因素分析，卻很少探討失敗經驗如何影響東山再起的事業經營，但實務中多數創業者卻曾因失敗而擁有現今的成功，形成理論與實務缺口。因此，本研究採個案研究法，訪談四位已成功東山再起之創業家進行失敗經驗對東山再起之意會活動因果脈絡關係探討。本研究視東山再起為復原力的建構過程，建議東山再起創業家透過意會活動觀點之三個概念：反思行動、環境調適和再造策略作為，從過去事業經營與失敗經驗中，萃取失敗意義和吸收、調整產業經營知識，化失敗經驗為資產和重建新身份，形成東山再起之事業經營思維架構。本研究提出建構「抗敗性盾牌」和「身份認同與社會資產」之東山再起能耐基礎觀念，以協助東山再起創業家從事再造策略作為，並用心(mindfulness)於企業營運、降低再次陷入失敗風險的可能性和培養企業百折不撓的能力。

In the traditional stream for entrepreneur research, studies mostly focus on the successful entrepreneurs, analyzing from personality or how they could succeed and how they avoid failures. Few studies draw their attention to the processes of how entrepreneurs’ failure experiences influence their up-turn new business. In practice, the most of successful entrepreneurs experienced more than one time failure, and this phenomenon triggers us to fill this gap. This study employ sensemaking viewpoint proposed by Karl Weick to understand how entrepreneurs learn from business failure experience, improve management ability, extract event meaning and knowledge, and how they invert failure to success assets and reshape new identity in social network. This study adopts case research method to interview four up-turn entrepreneurs. Retrospecting entrepreneurs’ failure indicates that most of the cases failed because of inadequacy in professional managerial capacity, and knowing how their failure experiences lead to sensemaking new business operation. We construct the ‘anti-failure shield’ and ‘identification and social capital’ concepts as entrepreneurs’ competence bases to transform negative experiences into valuable knowledge assets and which can protect entrepreneurs avoid to fall into serious failure again.