近年全球暖化伴隨極端氣候於世界各地肆虐，喚起全球關注，特別是先進經濟體正陸續加速發展綠色能源與減碳排相關政令議程，同時敦促新興經濟體共同推展進程，也在百業間投下震撼彈。隨著各國陸續頒佈減碳與新能源相關政策法案，並訂立具體目標與承諾，迎來新一輪的全面性產業變革。鋼鐵業與汽車業在氣候變遷議題上獲得高度關注，近年來也逐漸成為各國政府推行節能減碳政策的核心計畫之一，私人與公共運輸工具電動化的趨勢儼然成形，全球主要汽車市場多錨定2035年前後禁售傳統燃油車，國際傳統大型車廠面對產製電動車的新競爭對手，莫不積極加速投入轉型，而被列為高碳排的鋼鐵業，目前亦竭力朝向綠色鋼材發展。
本研究旨在探索過去鮮少或未被挖掘的現象及觀點，推敲企業轉型與產業發展的情境脈絡，並對其有深入了解，故採用質性研究法中的單一全體性設計個案研究法，資料收集方式採長期實地調查及半結構式的深入訪談，結合組織間關係、商業網絡、網絡治理等理論，探討各階段的演變與決策歷程。
本研究以台灣一家鋼企轉型成功的實證脈絡，透過觀察其切入電動車用綠色鋼材主要供應鏈的轉型歷程，解析企業如何透過既有關係發展另一段截然不同的關係網絡，如何透過網絡加快轉型速度，如何確保網絡的發展符合期待，又在資源有限的前提下如何進行關係治理，希冀藉由該公司轉型成功的實證脈絡，更深入了解決策管理階層在每一次互動與決策背後的考量及其可能帶來的管理意涵為何。

This study critically reviews a steel company in Taiwan as a successful example of transformation and provides in-depth understanding of how companies can accelerate business development and transformation through networks in ever-changing business environment and new fields. For exploring undiscovered phenomenon and viewpoints, scrutinizing and realizing the path of corporate transformation as well as the context of industry development, the single holistic design case study of qualitative method is adopted in the research. Relevant data was collected by long-term field research and semi-structured in-depth interviews, combined with theories of Inter-organizational Relationships, Business Network, Network Relationships Governance, in order to investigate the evolution and decision-making process of each stage.
The research result demonstrates that a whole new focal relationship in new field can be established via existing business relationships. The focal relationship and other connected secondary relationships will shape a corresponding intricate nested business network over time. Such a business network will help to accelerate the transformation progress of companies, especially when governments and intergovernmental organizations play their roles in the network as well. If the future of a new field is difficult to evaluate, focal relationship establishment, network development and governance shall be in conformity with the long-term strategy of companies, hence transformation and organization learning are the major consideration behind every decision-making. The importance of short-term performance is quite insignificant. These research findings could be served as references of marketing strategy-making for managers, especially to those companies who are facing industrial revolution and transformation.

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