本論文以策略創業的角度來探討網路創業的商業模式，即如何尋找機會與建立優勢的過程並加入時間尺度來討論商業模式的建立與改變，以策略理論、創業理論、商業模式等理論建構出架構，並利用這個架構做為一個分析的基礎，整個研究過程採用個案研究法，將個案交叉比對、歸納整理並細緻研究架構，本研究深入訪談6位台灣知名網路相關公司的創辦人，將整理成逐字稿並搭配次級相關資料進行分析，分析各別個案主要是透過論文架構分的三大面項〆網路環境改變所產生的機會、以策略創業的角度看創業歷程、以及各階段商業模式。最後我們發現，第一、網路環境的改變、機會的改變、發展優勢的策略都會使得商業模式改變，本研究並將機會(顯性、隱性)與優勢(新創程度)畫出四維圖予以命名並分析商業模式改變的各類型々第二、面臨機會、優勢的威脅與發展機會、優勢的策略，都會使得商業模式改變々第三、從一個顯性的機會到一個隱性的機會，勢必會使得商業模式有巨大的改變。若維持既有的商業模式沒有改變，將機會從顯性轉到隱性，會使企業面臨極大的風險々第四、一個越隱性的機會與新創優勢的程度越高，都會使得商業模改變越大。

This paper discusses on the business model that is utilized to start e-business from a Strategic Entrepreneurship (SE) perspective, also known as the process of opportunity-seeking and advantage-seeking to figure out how to establish and change a firm’s business model with a scope of time. A framework is established through theories, such as Strategic theory, Entrepreneurship theory and Business Model, and become a foundation for analysis. The entire research adopts Case Study Methodology; cases are compared crosswise, so as to generalize, organize and study the framework meticulously. This study includes in-depth interviews with six founders of famous e-business-related companies in Taiwan. Responses were recorded verbatim and sub-information was also used to analyze in each case. The analysis of case studies is mainly categorized into three aspects as following, according to the framework of this paper. The opportunity generated as the changing of the Internet Environment; The analysis of the entrepreneurial process from a Strategic Entrepreneurship perspective and various stages of the firm’s business model. The finding we have got eventually goes as follows. First, the business model will change within turmoil environment, opportunities and the development of strategic advantages. In the paper, a four-dimensional graph indicates the correlation between opportunities (both codified and tacit ones) and the degree of the advantages so as to categorize and analyze the types of the changes of business modes. Second, the business model will be changed by people’s confronting the threat of opportunities and advantages and developing the strategies of them. Third, it is inevitable to make a tremendous transformation in a business model from codified opportunities to tacit ones. If the existing business model has been maintained instead of changed, it will bring great risks to enterprises when opportunities are transferred from the codified to the tacit. Forth, the more tacit opportunities there are and the more newness advantages they are, the greater change of the business model will be created.

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