獨立花店之創業歷程探討：動態能力觀點

Abstract

臺灣零售產業在2024年營業額突破4.8兆元，展現出高度成長潛力，其中微型創業者扮演了重要角色。 本研究以動態能力理論 (Dynamic Capabilities Theory) 與創業效果理論(Effectuation)為主要理論視角，探討臺灣六間獨立花店創業者如何在實務歷程中機會辨識與調整策略，進而歸納「感知－把握－整合」三項動態能力構面的具體實踐模式。 研究結果以獨立花店創業歷程之四個階段作說明：一、由個人動機與市場直覺驅動的前期探索；二、善用手邊資源與社群關係建立基本客群的創業階段；三、因應市場訊號進行策略調整的早期成長階段；四、發展品牌風格與價值主張的晚期成長階段。多數創業者展現出將機會辨識與策略調整交織運作的能力，並透過持續學習與應變逐步形成獨特的競爭優勢。 本研究最終建構出「花店創業動態調整模型」，補足傳統創業理論過於靜態與預測導向的限制，凸顯創業過程中動態能力在策略與機會間的互動與循環，為微型創業實務與後續研究提供理論啟發與分析架構。

In 2024, Taiwan’s retail industry surpassed NT$4.8 trillion in annual revenue, demonstrating strong growth potential, with micro-entrepreneurs playing a significant role in this landscape. This study adopts Dynamic Capabilities Theory and Effectuation Theory as its primary theoretical frameworks to explore how entrepreneurs of six independent flower shops in Taiwan identify opportunities and adjust strategies throughout their entrepreneurial processes. The research further synthesizes these practices into three core dimensions of dynamic capabilities: sensing, seizing, and reconfiguration. The study delineates the entrepreneurial journeys of these flower shops into four distinct stages: (1) a preliminary exploration phase driven by personal motivation and market intuition; (2) a start-up phase where entrepreneurs leverage existing resources and social connections to establish an initial customer base; (3) an early growth phase characterized by strategic adjustments in response to market signals; and (4) a late growth phase focused on developing brand identity and value propositions. Most entrepreneurs demonstrated the ability to interweave opportunity recognition with strategic adaptation, progressively forming unique competitive advantages through continuous learning and responsiveness. Ultimately, this research constructs a “Dynamic Adjustment Model of Flower Shop Entrepreneurship,” addressing the limitations of traditional entrepreneurship theories that are overly static and prediction-driven. The model highlights the interactive and cyclical relationship between opportunity and strategy through the lens of dynamic capabilities, offering both theoretical insights and an analytical framework for micro-entrepreneurship practice and future research.