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題名 雙軌轉型之個案分析
A Case Study on Dual Transformations作者 林昕潁
Lin, Hsin-Yin貢獻者 邱奕嘉
Chiu, Yi-Chia
林昕潁
Lin, Hsin-Yin關鍵詞 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日期 2025 上傳時間 1-Sep-2025 16:06:24 (UTC+8) 摘要 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.參考文獻 中文文獻 1. 吳學良、董夢杭、鮑慧文（2016）。研華科技：組織成長與精實。中山管理評論，24卷4期，761~789頁。 2. 周宜芳譯（2024）。打造「雙元組織」，讓既有業務與創新目標並駕齊驅。哈佛商業評論全球繁體中文版。擷取日期：2025年5月13日，取自：https://www.hbrtaiwan.com/article/23516/the-ambidextrous-organization 3. 邱伃坪（2017）。工業用電腦品牌經營策略之研究 – 以研華科技為例 [碩士論文，國立中山大學]。 4. 林麗冠譯（2010）。白地策略：打造無法模仿的市場新規則。天下文化。（Mark Johnson, 2010） 5. 林麗雪譯（2019）。雙軌轉型：既有業務再升級+發掘市場新缺口，翻轉創新的兩難。寶鼎出版社。（Scott D. Anthony, Clark G. Gilbert, Mark W. Johnson, 2017） 6. 郭思餘譯（2018）。研究方法：質化與量化方法之應用。台北：雙葉書廊。（Neuman, W. Lawrence, 2016） 英文文獻 1. Birkinshaw, J., & Gibson, C. B. (2004). Building ambidexterity into an organization. MIT Sloan Management Review, 45(4), 47–55. 2. Cao, Q., Gedajlovic, E., & Zhang, H. (2009). Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects. Organization Science, 20(4), 781–796. 3. Chesbrough, H. W. (2003). Open innovation: The new imperative for creating and profiting from technology. Boston, MA: Harvard Business School Press. 4. Christensen, C. M. (1997). The innovator’s dilemma. HarperBusiness. 5. Creswell, J. W., & Creswell, J. D. (2022). Research design: Qualitative, quantitative, and mixed methods approaches (6th ed.). SAGE Publications. 6. Creswell, J. W., & Poth, C. N. (2016). Qualitative inquiry and research design: Choosing among five approaches (4th ed.). SAGE Publications. 7. Duncan, R. B. (1976). The ambidextrous organization: Designing dual structures for innovation. In Strategies and implementation (pp. 167–188). New York: North Holland. 8. Ghoshal, S., & Bartlett, C. A. (1994). Linking organizational context and managerial action: The dimensions of quality of management. Strategic Management Journal, 15(S2), 91–112. 9. Goertzen, M. J. (2017). Introduction to quantitative research and data. Library Technology Reports, 53(4), 12–18. 10. He, Z., & Wong, P. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15, 481–494. 11. Luger, J., Raisch, S., & Schimmer, M. (2018). Dynamic balancing of exploration and exploitation: The contingent benefits of ambidexterity. Organization Science, 29(3), 449–470. 12. March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2, 71–87. 13. O’Reilly, C. A., & Tushman, M. L. (2004). The ambidextrous organization. Harvard Business Review, 82(4), 74–81. 14. O’Reilly, C. A., & Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28, 185–206. 15. Teece, D. J. (2007). Explicating dynamic capabilities: The nature and micro foundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319–1350. 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. 描述 碩士
國立政治大學
科技管理與智慧財產研究所
112364111資料來源 http://thesis.lib.nccu.edu.tw/record/#G0112364111 資料類型 thesis dc.contributor.advisor 邱奕嘉 zh_TW dc.contributor.advisor Chiu, Yi-Chia en_US dc.contributor.author (Authors) 林昕潁 zh_TW dc.contributor.author (Authors) Lin, Hsin-Yin en_US dc.creator (作者) 林昕潁 zh_TW dc.creator (作者) Lin, Hsin-Yin en_US dc.date (日期) 2025 en_US dc.date.accessioned 1-Sep-2025 16:06:24 (UTC+8) - dc.date.available 1-Sep-2025 16:06:24 (UTC+8) - dc.date.issued (上傳時間) 1-Sep-2025 16:06:24 (UTC+8) - dc.identifier (Other Identifiers) G0112364111 en_US dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/159248 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 科技管理與智慧財產研究所 zh_TW dc.description (描述) 112364111 zh_TW dc.description.abstract (摘要) 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。 zh_TW dc.description.abstract (摘要) 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. en_US dc.description.tableofcontents 第一章 緒論 1 第一節 研究背景 1 第二節 研究目的與研究問題 2 第三節 論文架構 3 第二章 文獻探討 4 第一節 雙軌轉型 4 第二節 雙元性組織 8 第三節 文獻探討小結與文獻缺口 14 第三章 研究方法與架構 15 第一節 研究方法 15 第二節 個案研究設計 18 第四章 產業與個案公司介紹 19 第一節 台灣工業電腦市場概況 19 第二節 個案公司說明 23 第三節 個案公司組織演進架構 29 第五章 個案分析與研究發現 32 第一節 個案分析流程 32 第二節 個案分析 32 第三節 個案分析小結 49 第六章 研究命題與結論 51 第一節 研究命題 51 第二節 結論 53 第三節 研究貢獻 55 第四節 研究限制 56 第五節 未來研究建議 56 參考文獻 57 zh_TW dc.format.extent 3718332 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0112364111 en_US dc.subject (關鍵詞) 雙軌轉型 zh_TW dc.subject (關鍵詞) 雙元性組織 zh_TW dc.subject (關鍵詞) 探索與利用 zh_TW dc.subject (關鍵詞) 研華科技 zh_TW dc.subject (關鍵詞) Dual Transformations en_US dc.subject (關鍵詞) Ambidextrous Organization en_US dc.subject (關鍵詞) Exploration and Exploitation en_US dc.subject (關鍵詞) Advantech en_US dc.title (題名) 雙軌轉型之個案分析 zh_TW dc.title (題名) A Case Study on Dual Transformations en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文文獻 1. 吳學良、董夢杭、鮑慧文（2016）。研華科技：組織成長與精實。中山管理評論，24卷4期，761~789頁。 2. 周宜芳譯（2024）。打造「雙元組織」，讓既有業務與創新目標並駕齊驅。哈佛商業評論全球繁體中文版。擷取日期：2025年5月13日，取自：https://www.hbrtaiwan.com/article/23516/the-ambidextrous-organization 3. 邱伃坪（2017）。工業用電腦品牌經營策略之研究 – 以研華科技為例 [碩士論文，國立中山大學]。 4. 林麗冠譯（2010）。白地策略：打造無法模仿的市場新規則。天下文化。（Mark Johnson, 2010） 5. 林麗雪譯（2019）。雙軌轉型：既有業務再升級+發掘市場新缺口，翻轉創新的兩難。寶鼎出版社。（Scott D. Anthony, Clark G. Gilbert, Mark W. Johnson, 2017） 6. 郭思餘譯（2018）。研究方法：質化與量化方法之應用。台北：雙葉書廊。（Neuman, W. Lawrence, 2016） 英文文獻 1. Birkinshaw, J., & Gibson, C. B. (2004). Building ambidexterity into an organization. MIT Sloan Management Review, 45(4), 47–55. 2. Cao, Q., Gedajlovic, E., & Zhang, H. (2009). Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects. Organization Science, 20(4), 781–796. 3. Chesbrough, H. W. (2003). Open innovation: The new imperative for creating and profiting from technology. Boston, MA: Harvard Business School Press. 4. Christensen, C. M. (1997). The innovator’s dilemma. HarperBusiness. 5. Creswell, J. W., & Creswell, J. D. (2022). Research design: Qualitative, quantitative, and mixed methods approaches (6th ed.). SAGE Publications. 6. Creswell, J. W., & Poth, C. N. (2016). Qualitative inquiry and research design: Choosing among five approaches (4th ed.). SAGE Publications. 7. Duncan, R. B. (1976). The ambidextrous organization: Designing dual structures for innovation. In Strategies and implementation (pp. 167–188). New York: North Holland. 8. Ghoshal, S., & Bartlett, C. A. (1994). Linking organizational context and managerial action: The dimensions of quality of management. Strategic Management Journal, 15(S2), 91–112. 9. Goertzen, M. J. (2017). Introduction to quantitative research and data. Library Technology Reports, 53(4), 12–18. 10. He, Z., & Wong, P. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15, 481–494. 11. Luger, J., Raisch, S., & Schimmer, M. (2018). Dynamic balancing of exploration and exploitation: The contingent benefits of ambidexterity. Organization Science, 29(3), 449–470. 12. March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2, 71–87. 13. O’Reilly, C. A., & Tushman, M. L. (2004). The ambidextrous organization. Harvard Business Review, 82(4), 74–81. 14. O’Reilly, C. A., & Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28, 185–206. 15. Teece, D. J. (2007). Explicating dynamic capabilities: The nature and micro foundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319–1350. 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. zh_TW
