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| Title: | 數位轉型驅動業務流程創新 - 以A保險公司為個案研究
Digital Transformation Drives Business Process Innovation – A Case Study of A Insurance Company |
| Authors: | 姜正晴
Jiang, Zheng-Qing |
| Contributors: | 鄭至甫
姜正晴
Jiang, Zheng-Qing |
| Keywords: | 數位轉型
動態能力
流程創新
競爭優勢
金融保險業
Digital transformation
dynamic capabilities
process innovation
competitive advantage
financial insurance industry |
| Date: | 2025 |
| Issue Date: | 2025-08-04 13:33:49 (UTC+8) |
| Abstract: | 隨著數位科技的快速演進與消費者行為轉變，金融保險產業正面臨前所未有的挑戰與變革壓力。尤其在高法規監管與高服務依賴的保險業中，企業若無法有效導入數位技術、優化營運流程與創造顧客價值，將難以維持其市場競爭力。然而，現行文獻對於大型企業數位轉型的推動機制與執行挑戰，尚缺乏整合性的理論與實證分析，特別是動態能力與流程創新兩大觀點的結合與應用仍有待補足。因此，本研究以動態能力理論作為核心分析架構，輔以流程創新視角，探討大型保險企業推動數位轉型的關鍵能力、實踐策略及其在組織內部產生的影響，期望釐清企業如何透過能力建構與流程重塑因應數位轉型帶來的挑戰，並最終提升其營運效率與競爭優勢。
本研究採用質性個案研究法，選定大型保險公司為研究對象，透過經歷數位轉型的高階數位主管之深度訪談，蒐集其識別數位轉型執行契機、策略規劃、執行歷程與成效管理的第一手經驗資料研究結果發現，企業在策略規劃階段強調對既有制度與流程的盤點與兼容性，並以系統化與漸進式方式降低轉型衝擊；策略制定過程則高度依賴資源可行性與部門協作，將創造具體業務價值作為策略核心。同時，轉型推動亦面臨人員抗拒與制度僵化等挑戰，企業透過高階支持、透明溝通與員工賦能來建立心理安全與內部共識。企業既有的定位與流程能力，構成其動態能力的制度基礎，並在轉型過程中持續透過感知、整合與學習機制強化競爭優勢。
在流程面向，企業多以流程梳理為前提推動流程創新，先釐清制度邏輯與痛點，再導入數位工具進行流程再設計與自動化執行。流程創新進一步延伸至三大生態圈，涵蓋員工作業優化、業務工具賦能與顧客體驗提升。整體而言，數位轉型並非單向的技術導入，而是一項在策略牽引下所展開的制度重構與流程變革歷程，動態能力與流程創新相互作用，推動組織持續學習與轉型深化，最終促進企業營運效率與競爭力的整體提升。
The financial insurance industry is facing unprecedented transformation pressures due to rapid technological advancements and changing consumer behaviors. For large, regulation-intensive firms, the ability to integrate digital technologies, optimize processes, and deliver customer value is essential for maintaining competitiveness. However, prior research lacks integrated theoretical and empirical analysis of digital transformation in large enterprises, particularly concerning the interaction between dynamic capabilities and process innovation. This study adopts a qualitative case study approach, drawing on in-depth interviews with senior digital executives from a major insurance firm. Guided by dynamic capabilities theory and a process innovation lens, the findings reveal that successful transformation requires systematized and gradual strategies aligned with existing institutional structures, supported by cross-departmental collaboration and leadership commitment. Firms address employee resistance through transparent communication and empowerment, while leveraging their organizational base to strengthen capabilities such as sensing, integration, and learning. Process innovation, driven by tools, enables operational efficiency and customer experience improvements. Digital transformation is not merely a technological deployment but a strategic, iterative process of institutional and procedural change, where dynamic capabilities and process innovation reinforce each other to sustain competitive advantage. |
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| Description: | 碩士
國立政治大學
科技管理與智慧財產研究所
112364131 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0112364131 |
| Data Type: | thesis |
| Appears in Collections: | [科技管理與智慧財產研究所] 學位論文
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