台灣高科技產業及創業投資產業兩者的發展淵源，造就了目前台灣創投的特殊環境，超過一半的資金來自於企業法人(包括企業投資人39.12%及投資子公司18.96%)，這與過去一般所研究的美國創投有很大不同；然而針對台灣特殊創投環境之研究仍不多，加上被投資公司普遍對於企業創投目的與投資互動屬性缺乏認知，故本研究藉探討新竹科學園區廠商(投資企業與被投資公司)執行企業創投之個案，深入研究臺灣企業創投之策略目的，以及投資後管理議題包括：主要投資後管理行為、投資經理人角色、資源流動情形，與企業內部資本市場情形。
本研究針對國內企業創投之投資策略與投資後管理情形之發現如下：
1.企業創投的策略可歸類為三大屬性：集團控制(Controlling)、外部能力取得(Leveraging)、與潛在機會投資(investing)；不同的投資屬性將導致不同的投資承諾、資源流動情形、衝突、及資源互補性的動態，本研究深入討論「外部能力取得(Leveraging)」屬性之延伸結果情形；
2.企業創投之主要投資後管理行為包括：出席被投資公司之董事會聽取報告，及「里程碑(Milestone)」的複審機制；
3.國內企業創投經理人由於其投資績效未納入考績當中，因此在執行過程中將完全以企業的角度考量，加上決策及資源分配權責均由企業代表人仲裁，創投經理人以扮演人際及資訊角色居多；
4.研究發現透過企業創投的合作專案，確實會與內部其他專案共同爭取企業的有限資源，形成內部資本市場，然而在資源的分配上，策略投資案並不會因為其不具備長期承諾，而受到不平等的待遇。

The environment of venture capital in Taiwan is a lot different from that of US. More than 50% of the capital comes from enterprises. This research focuses on this special phenomenon, and tries to find out the underlying purposes of corporate venture capital. It also focuses on how enterprises in Taiwan apply post-investment management. Findings are as follows:
1.Strategies of corporate VC can be categorized into 3 properties — “Controlling”, “Leveraging”, and “Investing”. Different property will lead to different level of investing promises, different resource flows, different conflicts and different dynamics of resource complementation.
2.Enterprises apply post-investment management mostly by attending the board meetings of the ventures, and by “Milestone” reviewing mechanism.
3.Internal market exists, while the inner projects compete with the outer cooperating projects for the limited corporate resources. Even strategic investment lacks lasting promises, there’ll be no differences between outer cooperating projects and inner projects when resources being allocated.

中文部分
1.張文勤，「國內高科技企業創投之有效營運模式探討」，國立台灣大學財務金融學研究所，民國九十三年。
2.柯美滿，「創業投資事業投資後管理－追蹤監控方式之研究」，國立交通大學高階主管管理碩士學程，民國九十一年。
3.高雄生，「台灣地區創業投資事業投資後管理之研究─以中盈公司為例」，國立中山大學高階經營碩士班，民國八十九年。
4.香馥蓮，「台灣創投業早期投資案合資協議之探索」，國立交通大學經營管理研究所，民國九十年。
5.施加州，「臺灣地區創業投資公司特性與經營績效之關聯性」，國立台北大學合作經濟學系研究所，民國九十年
6.徐君如，「兩岸創投事業之行為分析」，國立成功大學財務金融研究所，民國九十年
7.王美蘭，「推動創業投資事業之研究」，淡江大學管理科學研究所，民七十五年
8.唐人璠，「企業多角化內部創業經營策略之研究:以電信業工程部門為例」，國立中山大學企業管理學系研究所，民國九十一年

參考書籍
1.Joseph W. Bartlett著，陳正平譯(民91)，初版，認識創業投資：風險性創業的關鍵課題。台北，臉譜出版：城邦文化發面。
2.Robert K. Yin著，尚榮安譯，個案研究法。台北：弘智文化。
3.白俊男、吳麗瑩著（1995）四版，投資學。台北：三民書局。

英文部分
1.Chesbrough, H. 2002 “Making Sense of Corporate Venture Capital” , Harvard Business Review, Mar.-Apr., p.4~p.11
2.Paul Gompers, and Josh Lerner. 1999. “The Venture Capital Cycle”, The MIT Press, Cambridge, MA., p.95-p.123
3.Chesbrough, H., 2000. “Designing Corporate Ventures in the Shadow of Private Venture Capital”, California Management Review, 2000, Vol.42, No.3, p.31-p.49
4.Garvin, D.A., 2002. “A Note on Corporate Venturing and New Business Creation” , Harvard Business School Case Note
5.Block, Z. and I.C. MacMillan . 1993. “Venturing with Corporate Venture Capital” , Harvard Business School Press, Boston, MA. P.330-p.363
6.Block, Z. and MacMillan, I. C., 1993, “Corporate Venturing - Creating New Businesses within the Firm”, Harvard Business School Press, Cambridge, MA.
7.Hellman, T. ,1998, “Corporate Governance Today” , Columbia Law School, p.37-p.43
8.James Henderson and Benoit Leleux , 2002, “Corporate Venture Capital Effecting Resource Combinations and Transfers” , Babson Entrepreneurial Review
9.Burgelman, R. A. ,1983 , “A Process Model of Internal Corporate Venturing in the Diversified Major Firm”, Administrative Science Quarterly, 28(2), P.223-P.244.
10.Burgelman, R. A. , 1984, “Designs for Corporate Entrepreneurship”, California Management Review, 26, P.154-P.166
11.Burgelman, R. A. and Sayles, L. R. ,1986, “Inside Corporate Innovation: Strategy, Structure and. Managerial Skill”s, Free Press.
12.Burgelman, R. A. , 1984, “Managing the Internal Corporate Venturing Process: Some Recommendations for Practice”, Sloan Management Review, Vol. 25, No. 2, P.33 - P.48
13.Barry, CJ Muscarella, JW Peavy III, MR Vetsuypens , 1990 ,“The role of venture capital in the creation of public companies*1: Evidence from the going-public process”, Journal of Financial Economics, P.447-471
14.Markku Maula, Erkko Autio & Gordon Murray, 2005 ,”Corporate Venture Capitalists and Independent Venture Capitalists: What do they know, Who do They Know and Should Entrepreneurs Care?” Journal of Venture Capital, Vol. 7, No. 1, P.3-P.21
15.Sue Birley , Kingsley Manning & David Norburn, “Implementing Corporate Venturing”, School of Management Working Papers, Series 4, No. 87
16.Anurag Sharma , 1999, “Central Dilemmas of Managing Innovation in Large Firms”, Californa Management Review , Vol. 41, No. 3
17.Gary Dushnitsky and Micheal J. Lenox, 2003, “Corporate Venture Capital as External R&D”, Working Paper
18.Steven N. Kaplan and Per Strömber G, 2001, “ Venture Capitalists as Principals: Contracting, Screening, and Monitoring”, The American Economic Review, Vol.
91, No. 2, P.426-P.430