在高度競爭性的建築產業中，多數的業者在產業鏈的發展有限，因此經歷重新洗牌後還能存活下來的業者需擬定各種策略爭取市場，而內部創業即是目前許多大型建築集團的策略選項。
本研究透過訪談昭揚建築集團的三位高階主管，藉以探討其內部創業模式與策略，進一步釐清該成長策略的模式、成功之處與未來挑戰，在建築業內部創業的策略方向、資源基礎考量、啟動程序、協調機制、動力、特色、限制及挑戰各方面均得到結論。
總結而言，目前追求市場成長的建築業內部創業模式與科技業一直以來採用的多元內部創業，有以下主要差異：
1. 建築業的創業策略以「複製模組」為主；科技業則以「成長跳板」為主。
2. 建築業的創業模組強調「複製模組」，因此各子公司核心能力性質相近；科技業強調互補，各子公司有不同核心能力且互補。
3. 建築業的生產製程強調聚焦市場；科技業強調聚焦製程及技術。
4. 建築業的創業時機常不是偶發性的，較傾向是策略性創業；科技業較常從製程看到商機，較傾向是偶發性。
5. 建築業的協調機制偏集權機制，子公司自主開發市場，生產製程須遵循母公司要求；科技業採分權自主機制，獨立新事業在市場開發及生產製程均自主性高。

In the highly competitive construction industry, most companies can only have limited development in the industry chain. Therefore, those who can survive the reshuffle in the industry need to formulate various strategies to fight for the market, and intrapreneurship is the current strategic option of many large construction groups.
Through interviews with three senior executives of Zhaoyang Construction Group, this research explores its intrapreneurship model and strategy, further clarifies the model of growth strategy’ success and future challenges, as well as reaches the conclusions of the strategic directions, resource base considerations, procedure of start-ups, coordination mechanisms, driven forces, characteristics, limitations and challenges for intrapreneurship in the construction industry.
In summary, there are main differences between the current intrapreneurship model of the construction industry that pursues market growth and the diversified intraepreneurship model that the technology industry has been adopting:
1. The construction industry’s intrapreneurship strategies has “copy module”, The technology industry has “growth springboard”.
2. The intrapreneurship module of the construction industry emphasizes the "copy module", so the nature of the subsidiaries is similar, while the technology industry emphasizes complementarity, so that each subsidiary has different core capabilities.
3. The production process of the construction industry emphasizes the focus on the market, while the technology industry emphasizes the focus on the process and technology.
4. The timing of intrapreneurship in the construction industry is often not accidental, rather it is strategic. The technology industry often sees business opportunities from the manufacturing process, while its timming is more sporadic.
5. The coordination mechanism of the construction industry is partial to the centralization mechanism. Subsidiaries independently develop the market, and the production process must follow the requirements of the parent company. The technology industry adopts a decentralized and autonomous mechanism, and independent new businesses have high autonomy in market development and production processes.

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