在國際金融海嘯的衝擊下，產業環境驟變加劇，越來越多不確定性的經濟與非經濟因素存在於產業內外部環境，設計業者期望準確預測產業演進變化趨勢幾乎成為高難度的挑戰，創業經營的效能能否順利實現是一個課題。由於創業觀念已開啟加上資訊科技網路應用的豐盛，新創公司太多，市場競爭激烈，設計業者長期專注於設計及在產品開發與設計創新的努力，但在思考模式、人際關係、資源運用、創業概念、設計管理、資金取得等方面，均不敵一般產業界人士；企業經營是需要面對市場的競爭與創業模式的多元化，而且設計業者具有的特性易造成創業的失敗比例較高。因此本研究從創業管理觀念的意涵和經營環境的選擇和設計資源與設計能力結合的分析探討，運用焦點團體法之產官學界的專家討論等問卷調查，並以層級分析法(AHP)之量化研究分析，進而建構創業資源評估權重指標，整合出三個策略構面：設計資源、創業智能及經營環境與列出十項策略主題，最後在層級分析的第三層列出共計有五十六項創業資源指標評估模式。最後，透過個案實證研究，以設計業之聯合建築師事務所為案例，來探討創業資源與設計實務的實際內涵及兩者之間的關聯性，並檢測創業資源指標評估模式的一致性與可靠性，歸納論述整理出提升創業績效之建議，藉以作為提供設計師、工藝家、建築師等設計經營團隊，了解在創新創業過程中各項資源要素與創業活動績效的組成與連結，以增加創業成功的比率，方能進一步掌控與管理，也希望設計創業者藉由本研究的模式，達成作為新創事業者創業成功的參考模型。

Under the irnpact of the intemational financial tsunami, the design industry's environment's sudden change has intensified. The uncertainty of econornic and non-econornic factors that exist in the extemal environment within the industry has increased consistently. The design industry expects accurate forecasts of the industry's evolution trend, which has becorne an almost impossible thing to achieve, but the effectiveness of entrepreneurship success in achieving it has become an issue. The entrepreneurial concept has made the information technology applications, like the internet, wealthy. For new companies, the cornpetition in the market is fierce, and though the design industry has focused on design and innovation in product devel0pment and design efforts for a l0ng time, in thinking patterns, relationships, resources use, entrepreneurial concept, design, and management, funds made are l0st to the general industry sector. Business diversification is needed to face the competition in the market at the start-up level, and the characteristics of the design industry could easily lead to an entrepreneurial failure. In this study, the combination of analysis from the entrepreneurial managernent concept and meaning of the choice of the operating environment and design resources and design capabilities explores, with the use of questionnaires subrnitted to focus groups of industry, govermnent and acadernic experts, discussion of the Analytic Hierarchy Process (AHP) , quantitative research and analysis, and thus construct entrepreneurial resource assessrnent weight indicators. It will be integrating three strategic dimensions: Design resources, Entrepreneurial intelligence and Business environmet, and will list ten strategic thernes. The fianl level of analysis will list a total of 56 entrepreneurial resource indicators to evaluate this model. Finally, through case studies, this paper tries to prove to the United Architects of the design industry with a case study to expl0re the actual content of entrepreneurial resources and design practices and find a link between correlation and detection of entrepreneurial resource indicators, to assess model consistency. It will further summarize and enhance entrepreneurial performance recommendations to serve designers, craftspeople, architects and design management teams. It will further contribute to the understanding of the composition, and succinctly like the source elements and the performance of entrepreneurial activity in the process of innovation and entrepreneurship, to increase the entrepreneurial sucess ratio, in order to control and manage, but also hope that design entrepreneurs achieve business success as a new venture through the research mode reference model