摘要
台灣傳統產業面臨中國急遽擴充的競爭壓力，在低廉勞力與土地成本的競爭下，產品在國際市場的比較利益漸失。貿易上又遭遇保護主義，歐美國家動輒祭出反傾銷控訴，競爭環境激烈。在世界性競爭環境的快速變化下，勞力密集產業外移尋求生存之道，競爭已從區域走向全球化。這些變化對國內企業帶來更大的挑戰與經營危機，但仍有企業能持續成長獲利，即便一直沒有離開自己固有的產業，總會在一段時間改變事業經營的內容或投入全新的領域，透過轉型為企業延續生命力。 個案企業為典型的傳統產業，經歷最嚴峻的二次石油危機與週期性景氣循環下仍維持健全的體質，經營領域由化纖、塑膠再到光電產業，其成功的關鍵在於持續不斷的企業轉型。 本研究透過動態能力理論架構下探索及驗證，發現企業經營未以Teece(1997)的動態能力做決策，但卻有Teece動態能力理論的決策行為，在程序、定位與路徑執行上符合Teece動態能力理論。企業高階主管透過此理論架構，可以瞭解自身競爭優勢或執行不足之處，更可透過此理論協助企業作為決策的分析工具。
並列摘要
With increasing competitive pressure from China due to low cost of labor and land, traditional industries in Taiwan are facing declining profits in international markets. Trade protectionism along with anti-dumping restrictions are pervasive in western countries. These two new common scenarios are now making the situation worsen, intensifying competition. In an environment of competition and rapid change, high labor-intensive industries are relocating themselves or sending plants off-shore to find ways to survive. Competition is not just confined to a certain region. It is now global. These changes have caused a great impact and a sense of crisis for domestic companies, but some of them still remain in growth and profitable. Some companies haven’t left their original industry, but instead have adjusted their business operational model or invested and devoted themselves to new fields. Through business model shifting (business transformation), they add new life to an old soul. The case study company of this research is a traditional enterprise that has twice experienced harsh oil crises and repeated periodic cycles of economic prosperity. It has not been eliminated through crisis and competition; on the contrary, it remains in healthy condition and continues expand itself from originally chemical fibers and plastics supplying trade to newly-invested opto-electronics field. The key to its success is its continued transformations to keep up with the times and current trends. This study utilizes the theoretical framework of Dynamic Capabilities and verifies the result and procedure based on the theory, finding that though business operators who do not adopt Teece’s theory on making strategic decisions; their decision-making procedure, positioning, and route execution are still in accordance with Teece’s theory. Through the Dynamic Capabilities Theory, upper management of a company not only be enabled to gain a better understanding of their competitive advantage as well as to self operational inadequacies, but also will find it to be an analytical tool in a company’s decision making