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| Title | 組織數位轉型價值創造過程之探討：動態能力觀點 Exploring the Value Creation Process of Organizational Digital Transformation: Dynamic Capabilities Perspective |
| Creator | 吳豐祥;沈柏延;姚成彥;詹文男 Wu, Feng-Shang;Shen, Bo-Yen;Yao, Chen-Yen;Tsan, Wen-Nan |
| Contributor | 科管智財所 |
| Key Words | 數位轉型; 動態能力; 創新; 商業模式; 價值創造 Digital transformation; Dynamic capability; Innovation; Business model; Value creation |
| Date | 2024-12 |
| Date Issued | 17-Jan-2025 10:50:06 (UTC+8) |
| Summary | 數位轉型不單是導入資訊系統，而是高階主管分析外部環境與內部能力後，調整或創新商業模式並進行數位轉型。組織擁有動態能力能夠快速測試、重新定義、調整與實現商業模式，促成數位轉型並創造價值。本研究目的是整合動態能力的思維來探討數位轉型創造價值的動態過程。本研究採用個案研究法，分析訊連科技、秀傳醫院與益張實業三家組織感知機會與威脅的能力、把握機會的能力、資源重新配置的能力與數位轉型創造價值成效。研究發現，組織會察覺到數位科技變化對組織的影響，改變組織結構、學習機制、調整合作模式、改善領導方式，進行數位轉型與創造新價值。此外，於不同的數位轉型模式下，組織在進行數位轉型的過程中，會採取不同的組織結構調整與員工知識管理方式。 Digital transformation is not just about introducing information systems; it involves executives analyzing the external environment and internal capabilities to adjust or innovate the business model and implement digital transformation. Organizations with dynamic capabilities can quickly test, redefine, adapt, and implement business models to facilitate digital transformation and create value. The purpose of this study is to integrate dynamic capability thinking to explore the dynamic process of value creation through digital transformation. This study adopts a case study approach to analyze the ability to perceive opportunities and threats, seize opportunities, reallocate resources and the effectiveness of digital transformation in creating value in three organizations: CyberLink, Show Chwan Memorial Hospital, and I Jang Group. The study finds that as the organizations are aware of the impact of digital technology on changing business operations and practices, business leaders will adjust their organizational structure, learning mechanisms, mode of operation, and leadership style to carry out digital transformation and create new value. Moreover, in different digital transformation modes, organizations will adopt various organizational structure adjustments and employee knowledge management methods during the digital transformation process. |
| Relation | 台大管理論叢, Vol.34, No.3, pp.177-227 |
| Type | article |
| DOI | https://doi.org/10.6226/NTUMR.202412_34(3).0005 |
| dc.contributor | 科管智財所 | |
| dc.creator (作者) | 吳豐祥;沈柏延;姚成彥;詹文男 | |
| dc.creator (作者) | Wu, Feng-Shang;Shen, Bo-Yen;Yao, Chen-Yen;Tsan, Wen-Nan | |
| dc.date (日期) | 2024-12 | |
| dc.date.accessioned | 17-Jan-2025 10:50:06 (UTC+8) | - |
| dc.date.available | 17-Jan-2025 10:50:06 (UTC+8) | - |
| dc.date.issued (上傳時間) | 17-Jan-2025 10:50:06 (UTC+8) | - |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/155254 | - |
| dc.description.abstract (摘要) | 數位轉型不單是導入資訊系統，而是高階主管分析外部環境與內部能力後，調整或創新商業模式並進行數位轉型。組織擁有動態能力能夠快速測試、重新定義、調整與實現商業模式，促成數位轉型並創造價值。本研究目的是整合動態能力的思維來探討數位轉型創造價值的動態過程。本研究採用個案研究法，分析訊連科技、秀傳醫院與益張實業三家組織感知機會與威脅的能力、把握機會的能力、資源重新配置的能力與數位轉型創造價值成效。研究發現，組織會察覺到數位科技變化對組織的影響，改變組織結構、學習機制、調整合作模式、改善領導方式，進行數位轉型與創造新價值。此外，於不同的數位轉型模式下，組織在進行數位轉型的過程中，會採取不同的組織結構調整與員工知識管理方式。 | |
| dc.description.abstract (摘要) | Digital transformation is not just about introducing information systems; it involves executives analyzing the external environment and internal capabilities to adjust or innovate the business model and implement digital transformation. Organizations with dynamic capabilities can quickly test, redefine, adapt, and implement business models to facilitate digital transformation and create value. The purpose of this study is to integrate dynamic capability thinking to explore the dynamic process of value creation through digital transformation. This study adopts a case study approach to analyze the ability to perceive opportunities and threats, seize opportunities, reallocate resources and the effectiveness of digital transformation in creating value in three organizations: CyberLink, Show Chwan Memorial Hospital, and I Jang Group. The study finds that as the organizations are aware of the impact of digital technology on changing business operations and practices, business leaders will adjust their organizational structure, learning mechanisms, mode of operation, and leadership style to carry out digital transformation and create new value. Moreover, in different digital transformation modes, organizations will adopt various organizational structure adjustments and employee knowledge management methods during the digital transformation process. | |
| dc.format.extent | 137 bytes | - |
| dc.format.mimetype | text/html | - |
| dc.relation (關聯) | 台大管理論叢, Vol.34, No.3, pp.177-227 | |
| dc.subject (關鍵詞) | 數位轉型; 動態能力; 創新; 商業模式; 價值創造 | |
| dc.subject (關鍵詞) | Digital transformation; Dynamic capability; Innovation; Business model; Value creation | |
| dc.title (題名) | 組織數位轉型價值創造過程之探討：動態能力觀點 | |
| dc.title (題名) | Exploring the Value Creation Process of Organizational Digital Transformation: Dynamic Capabilities Perspective | |
| dc.type (資料類型) | article | |
| dc.identifier.doi (DOI) | 10.6226/NTUMR.202412_34(3).0005 | |
| dc.doi.uri (DOI) | https://doi.org/10.6226/NTUMR.202412_34(3).0005 |