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題名 AI新創軟體企業的動態能力之分析 - 以A公司為例
An Analysis of the Dynamics Capabilities of AI Software Startups – A Case Study of A Company作者 林立祺
Lin, Li-Qi貢獻者 黃國峯<br>傅浚映
Huang, Kuo-Feng<br>Fu, Jyun-Ying
林立祺
Lin, Li-Qi關鍵詞 人工智慧新創
組織生命週期
動態能力
製造業
數位轉型
台灣軟體產業
AI startup
Organizational life cycle
Dynamic capabilities
Manufacturing
Digital transformation
Taiwan software industry日期 2025 上傳時間 4-Aug-2025 13:47:15 (UTC+8) 摘要 在AI技術快速演進與製造業數位轉型需求驅動下，台灣本土AI新創企業近年逐步浮現。然而，多數AI新創面臨資源稀缺、產業理解門檻高與市場教育成本高昂等多重挑戰，缺乏系統化探討其如何發展出因應變局之能力與策略。 本研究聚焦於台灣製造業AI應用領域之新創企業，以A公司為個案，探討其自2018年創立以來，在面對高度不確定性與結構性壓力下，如何藉由動態能力展現組織韌性並逐步發展成具備制度規模之企業。 本研究以質性研究為方法，透過次級資料分析與半結構式訪談蒐集資料，並運用三大理論架構進行分析：（1）Porter（1980）之五力分析模型，檢視個案公司創業初期所面臨之產業結構挑戰；（2）Quinn與Cameron（1983）之組織生命週期理論，梳理其於不同成長階段的組織與策略轉變；（3）Teece（2007）之動態能力理論，分析其如何透過感知（sensing）、掌握（seizing）與再配置（reconfiguring）三構面，持續回應外部環境變化與技術浪潮衝擊。 研究發現如下： （一）A公司於創業初期具備明確市場定位與創辦人深厚產業網絡，成功建立初始競爭優勢，並於產業中低競爭、高教育成本的不對稱結構下迅速切入利基市場 （二）隨企業進入不同發展階段，組織結構歷經從創業期的扁平夥伴制、集體成長期的流程制度化，到正式化與控制期的治理規範強化與國際化佈局，展現高度調適彈性與組織自覺； （三）面對地緣政治、生成式AI技術變革與全球製造場域轉移壓力，A公司能主動感知產業變化，靈活整合資源與產品模組（如AutoML、AILM、GenAI）並轉型為Domain Twin解決方案供應商，展現出強韌的動態能力與市場回應速度。 本研究不僅填補AI新創企業成長歷程與策略變化相關文獻之不足，亦提供新創經營者在高變動產業中建立差異化定位與策略靈活性之實務啟示，對政策制定者與投資人亦具備產業評估與生態建構之參考價值。
Driven by the rapid advancement of AI technologies and the rising demand for digital transformation in the manufacturing sector, domestic AI startups in Taiwan have increasingly emerged in recent years. However, most of these startups face multiple challenges, including scarce resources, high industry entry barriers, and substantial market education costs. There remains a lack of systematic exploration regarding how these enterprises develop the capabilities and strategies needed to navigate such turbulent environments. This study focuses on AI startups operating in the Taiwanese manufacturing sector, using Company A as a case study. It explores how, since its establishment in 2018, the company has demonstrated organizational resilience and evolved into a structurally scaled enterprise by leveraging dynamic capabilities amid high uncertainty and structural pressure. Adopting a qualitative research approach, this study collects data through secondary source analysis and semi-structured interviews. It draws on three theoretical frameworks: (1) Porter’s (1980) Five Forces Framework to examine the industrial structural pressures faced by the company during its early stage; (2) the Organizational Life Cycle Model by Quinn and Cameron (1983) to trace the company's organizational and strategic transformations across different growth stages; and (3) Teece’s (2007) Dynamic Capabilities Framework to analyze how the company has responded to environmental changes and technological disruption through sensing, seizing, and reconfiguring. The research yields the following key findings: (1) In its early stage, Company A established a clear market positioning and leveraged the founders’ extensive industry networks to gain initial competitive advantage. It successfully entered a niche market within an industry characterized by low competition but high market education costs and asymmetries. (2) As the company progressed through different development phases, its organizational structure evolved—from a flat, partner-oriented model in the entrepreneurial stage, to institutionalized processes during the collective growth stage, and eventually to formalized governance and international expansion during the control stage—demonstrating high adaptability and organizational awareness. (3) In response to geopolitical shifts, the rise of generative AI technologies, and the relocation of global manufacturing hubs, the company proactively sensed changes, reallocated resources, and integrated product modules (such as AutoML, AILM, and GenAI), ultimately transforming into a Domain Twin solution provider. This reflects the company's robust dynamic capabilities and agile market responsiveness. 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國立政治大學
企業管理研究所(MBA學位學程)
112363075資料來源 http://thesis.lib.nccu.edu.tw/record/#G0112363075 資料類型 thesis dc.contributor.advisor 黃國峯<br>傅浚映 zh_TW dc.contributor.advisor Huang, Kuo-Feng<br>Fu, Jyun-Ying en_US dc.contributor.author (Authors) 林立祺 zh_TW dc.contributor.author (Authors) Lin, Li-Qi en_US dc.creator (作者) 林立祺 zh_TW dc.creator (作者) Lin, Li-Qi en_US dc.date (日期) 2025 en_US dc.date.accessioned 4-Aug-2025 13:47:15 (UTC+8) - dc.date.available 4-Aug-2025 13:47:15 (UTC+8) - dc.date.issued (上傳時間) 4-Aug-2025 13:47:15 (UTC+8) - dc.identifier (Other Identifiers) G0112363075 en_US dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/158447 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 112363075 zh_TW dc.description.abstract (摘要) 在AI技術快速演進與製造業數位轉型需求驅動下，台灣本土AI新創企業近年逐步浮現。然而，多數AI新創面臨資源稀缺、產業理解門檻高與市場教育成本高昂等多重挑戰，缺乏系統化探討其如何發展出因應變局之能力與策略。 本研究聚焦於台灣製造業AI應用領域之新創企業，以A公司為個案，探討其自2018年創立以來，在面對高度不確定性與結構性壓力下，如何藉由動態能力展現組織韌性並逐步發展成具備制度規模之企業。 本研究以質性研究為方法，透過次級資料分析與半結構式訪談蒐集資料，並運用三大理論架構進行分析：（1）Porter（1980）之五力分析模型，檢視個案公司創業初期所面臨之產業結構挑戰；（2）Quinn與Cameron（1983）之組織生命週期理論，梳理其於不同成長階段的組織與策略轉變；（3）Teece（2007）之動態能力理論，分析其如何透過感知（sensing）、掌握（seizing）與再配置（reconfiguring）三構面，持續回應外部環境變化與技術浪潮衝擊。 研究發現如下： （一）A公司於創業初期具備明確市場定位與創辦人深厚產業網絡，成功建立初始競爭優勢，並於產業中低競爭、高教育成本的不對稱結構下迅速切入利基市場 （二）隨企業進入不同發展階段，組織結構歷經從創業期的扁平夥伴制、集體成長期的流程制度化，到正式化與控制期的治理規範強化與國際化佈局，展現高度調適彈性與組織自覺； （三）面對地緣政治、生成式AI技術變革與全球製造場域轉移壓力，A公司能主動感知產業變化，靈活整合資源與產品模組（如AutoML、AILM、GenAI）並轉型為Domain Twin解決方案供應商，展現出強韌的動態能力與市場回應速度。 本研究不僅填補AI新創企業成長歷程與策略變化相關文獻之不足，亦提供新創經營者在高變動產業中建立差異化定位與策略靈活性之實務啟示，對政策制定者與投資人亦具備產業評估與生態建構之參考價值。 zh_TW dc.description.abstract (摘要) Driven by the rapid advancement of AI technologies and the rising demand for digital transformation in the manufacturing sector, domestic AI startups in Taiwan have increasingly emerged in recent years. However, most of these startups face multiple challenges, including scarce resources, high industry entry barriers, and substantial market education costs. There remains a lack of systematic exploration regarding how these enterprises develop the capabilities and strategies needed to navigate such turbulent environments. This study focuses on AI startups operating in the Taiwanese manufacturing sector, using Company A as a case study. It explores how, since its establishment in 2018, the company has demonstrated organizational resilience and evolved into a structurally scaled enterprise by leveraging dynamic capabilities amid high uncertainty and structural pressure. Adopting a qualitative research approach, this study collects data through secondary source analysis and semi-structured interviews. It draws on three theoretical frameworks: (1) Porter’s (1980) Five Forces Framework to examine the industrial structural pressures faced by the company during its early stage; (2) the Organizational Life Cycle Model by Quinn and Cameron (1983) to trace the company's organizational and strategic transformations across different growth stages; and (3) Teece’s (2007) Dynamic Capabilities Framework to analyze how the company has responded to environmental changes and technological disruption through sensing, seizing, and reconfiguring. The research yields the following key findings: (1) In its early stage, Company A established a clear market positioning and leveraged the founders’ extensive industry networks to gain initial competitive advantage. It successfully entered a niche market within an industry characterized by low competition but high market education costs and asymmetries. (2) As the company progressed through different development phases, its organizational structure evolved—from a flat, partner-oriented model in the entrepreneurial stage, to institutionalized processes during the collective growth stage, and eventually to formalized governance and international expansion during the control stage—demonstrating high adaptability and organizational awareness. (3) In response to geopolitical shifts, the rise of generative AI technologies, and the relocation of global manufacturing hubs, the company proactively sensed changes, reallocated resources, and integrated product modules (such as AutoML, AILM, and GenAI), ultimately transforming into a Domain Twin solution provider. This reflects the company's robust dynamic capabilities and agile market responsiveness. This study fills a gap in the literature regarding the growth trajectory and strategic evolution of AI startups, while also offering practical implications for startup leaders seeking to establish differentiated positioning and strategic flexibility in rapidly changing industries. Moreover, the findings provide valuable insights for policymakers and investors engaged in industry assessment and ecosystem development. en_US dc.description.tableofcontents 謝誌 i 摘要 ii Abstract iv 表目錄 vii 圖目錄 viii 第一章 緒論 1 第一節、研究背景 1 第二節、研究動機 4 第三節、研究目的 6 第四節、研究問題 8 第五節、研究範圍與限制 10 第六節、章節架構說明 12 第二章 文獻回顧 14 第一節 波特五力分析 14 第二節 組織生命週期理論 21 第三節 動態能力理論 28 第三章 研究方法 35 第一節 研究架構設計 35 第二節 研究流程 37 第三節 理論整合的補充說明 38 第四節 訪談題綱設計與倫理原則 39 第四章 產業與環境分析 42 第一節 人工智慧產業概況 42 第二節 軟體產業概況 45 第三節 製造產業概況 47 第五章 個案分析與探討 50 第一節 個案公司簡介 50 第二節 創立初期面臨之外部壓力 55 第三節 不同成長階段的組織與策略變化為何？ 63 第四節 如何展現動態能力以因應外部變動？ 72 第六章 結論與建議 75 第一節、研究發現總結 75 第二節、未來挑戰與建議 77 第三節、研究限制與後續研究建議 79 參考文獻 80 zh_TW dc.format.extent 1485360 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0112363075 en_US dc.subject (關鍵詞) 人工智慧新創 zh_TW dc.subject (關鍵詞) 組織生命週期 zh_TW dc.subject (關鍵詞) 動態能力 zh_TW dc.subject (關鍵詞) 製造業 zh_TW dc.subject (關鍵詞) 數位轉型 zh_TW dc.subject (關鍵詞) 台灣軟體產業 zh_TW dc.subject (關鍵詞) AI startup en_US dc.subject (關鍵詞) Organizational life cycle en_US dc.subject (關鍵詞) Dynamic capabilities en_US dc.subject (關鍵詞) Manufacturing en_US dc.subject (關鍵詞) Digital transformation en_US dc.subject (關鍵詞) Taiwan software industry en_US dc.title (題名) AI新創軟體企業的動態能力之分析 - 以A公司為例 zh_TW dc.title (題名) An Analysis of the Dynamics Capabilities of AI Software Startups – A Case Study of A Company en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) Adizes, I. 1979. 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