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| Title: | 雙軌轉型之個案分析
A Case Study on Dual Transformations |
| Authors: | 林昕潁
Lin, Hsin-Yin |
| Contributors: | 邱奕嘉
Chiu, Yi-Chia
林昕潁
Lin, Hsin-Yin |
| Keywords: | 雙軌轉型
雙元性組織
探索與利用
研華科技
Dual Transformations
Ambidextrous Organization
Exploration and Exploitation
Advantech |
| Date: | 2025 |
| Issue Date: | 2025-09-01 16:06:24 (UTC+8) |
| Abstract: | 面對數位化與智慧化浪潮席捲全球市場，傳統以硬體設計生產為主的工業電腦廠商，僅透過產品的銷售已難以維持競爭優勢。如何在穩定核心業務的同時，發展新興成長動能，已成為維持競爭優勢的關鍵課題。雙軌轉型（Dual Transformation）主張企業應透過「轉型A」強化既有核心業務，並同時啟動「轉型B」以探索全新成長引擎。而為實現雙軌策略之協同發展，企業組織亦需具備雙元性（Ambidexterity），即同時發展探索（exploration）與利用（exploitation）之能力。
本研究以全球工業電腦領導品牌研華科技為個案，探討其如何應用雙軌轉型策略，並透過雙元性組織設計支持企業轉型與成長。透過質性之個案研究法，閱讀並以文獻探討為理論基礎，構建「雙軌策略 × 雙元性組織」之分析框架。得出研究命題：一、企業進行核心業務優化時，需改變「產品導向」的思維，轉向「價值導向」。二、平台化與生態系打造為企業突破成長瓶頸，為推動第二成長曲線之關鍵途徑。三、企業新事業之孵化與核心業務轉型可透過結構性雙元組織設計與高階賦能之策略統籌，以在雙元性的「探索」與「利用」取得動態平衡。
整體而言，本研究貢獻在於整合雙軌轉型與雙元性組織兩大理論脈絡，提出企業策略轉型與組織調整的整合分析視角，可供面臨高度不確定環境的科技製造業作為參考，並提供企業在推動轉型時的組織設計建議。
Amid the global wave of digitalization and intelligent transformation, traditional industrial PC manufacturers, which have long relied on hardware design and production, are finding it increasingly difficult to maintain their competitive edge through product sales alone. The ability to stabilize core businesses while simultaneously developing new growth engines has become a critical issue for sustaining competitiveness. The concept of Dual Transformation suggests that companies should reinforce their core business through “Transformation A” while launching “Transformation B” to explore entirely new growth opportunities. To successfully implement these dual strategies, organizations must also possess ambidexterity—the capability to pursue both exploration and exploitation simultaneously.
This study adopts Advantech, a global leader in the industrial PC industry, as a case to investigate how the company applies the dual transformation strategy and leverages organizational ambidexterity to support its growth and transformation. Using a qualitative case study approach and drawing on theoretical foundations from prior literature, this research develops an analytical framework that integrates the logics of dual transformation and organizational ambidexterity. The study proposes three main propositions: (1) To optimize the core business, companies must shift from a “product-oriented” to a “value-oriented” mindset. (2) Platform development and ecosystem orchestration are key pathways for overcoming growth bottlenecks and achieving a second growth curve. (3) The incubation of new businesses and the transformation of core operations can be facilitated through structural ambidexterity and strategic empowerment by top management to achieve dynamic balance between exploration and exploitation.
Overall, this study contributes by integrating the dual transformation and organizational ambidexterity frameworks, offering a comprehensive analytical lens on strategy and organizational design. The findings provide strategic and structural implications for technology-based manufacturing firms facing high environmental uncertainty. |
| Reference: | 中文文獻
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英文文獻
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16. Williams, C. (2007). Research methods. Journal of Business & Economics Research, 5(3), 65–72.
17. Yin, R. K. (2009). Case study research: Design and methods (Vol. 5). SAGE. |
| Description: | 碩士
國立政治大學
科技管理與智慧財產研究所
112364111 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0112364111 |
| 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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