技術型新創企業通常以研發成果或專業技術作為創業基礎，然而技術本身並不必然能轉化為市場成果。新創企業在創業歷程中，往往面臨資源不足、產品化困難、市場驗證不確定、通路不足、組織能力尚未成熟與規模化挑戰等問題。因此，如何在不同發展階段中取得、整合與運用資源，成為技術型新創能否完成商業化與持續成長的重要關鍵。
研究發現，技術型新創由技術專案走向正式企業營運的關鍵，不僅在於技術完成，而在於技術是否能被市場購買、使用與檢驗。創業初期的核心挑戰不只是缺乏資金或人才，更在於創辦團隊是否具備辨識資源需求的能力。進一步而言，本研究提出「資源需求辨識」作為技術型新創進行資源建構之前置條件，指出早期創業團隊的困難不只是資源不足，更在於尚未能清楚判斷企業進入市場時所需的商業、服務、通路與組織管理資源。進入成長期後，產品化與服務化是技術資源轉化為商業能力的重要資源綑綁機制。到了擴張期，外部投資、大型企業合作、通路合作與策略聯盟則成為技術型新創放大既有能力、進入新市場與推動規模化的重要資源運用機制。
本研究之理論貢獻在於整合創業歷程與資源調和理論，說明技術型新創企業的發展並非線性地由資源建構、資源綑綁到資源運用依序發生，而是在不同創業階段中持續進行三項資源調和行動。實務上，本研究建議技術型新創應及早補足商業經營知識，區分政府補助與市場收入，建立產品化與服務化流程，並在擴張期善用外部大型企業資源與策略聯盟，以提升企業成長與市場擴張能力。

Technology-based startups often begin with research outcomes or specialized technological capabilities. However, technology alone does not necessarily lead to market success. During the entrepreneurial process, startups frequently face resource constraints, difficulties in productization, uncertain market validation, weak distribution channels, immature organizational capabilities, and challenges in scaling. Therefore, the ability to acquire, integrate, and deploy resources across different development stages becomes critical for commercialization and sustained growth.
The findings indicate that the formation of a technology-based startup depends not only on technological completion, but also on whether the technology can be purchased, used, and validated by the market. In the early stage, the core challenge is not only the lack of capital or talent, but also whether the founding team can identify its critical resource needs. In the growth stage, productization and servitization serve as important mechanisms for transforming technological resources into commercial capabilities. In the expansion stage, external investment, collaboration with large corporations, channel partnerships, and strategic alliances become key mechanisms for amplifying existing capabilities, entering new markets, and achieving scale.
This study contributes to the literature by integrating the entrepreneurial process perspective with resource orchestration theory. It suggests that the development of technology-based startups does not follow a simple linear sequence from resource structuring to bundling and then leveraging. Instead, these three resource orchestration actions occur continuously across different entrepreneurial stages. Practically, this study suggests that technology-based startups should develop business management knowledge early, distinguish government subsidies from market revenue, establish productization and servitization processes, and leverage external corporate resources and strategic alliances during the expansion stage.

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