本研究以資源調和理論(Resource Orchestration, RO)為理論基礎，探討企業如何透過資源架構(Structuring)、組織(Bundling)與運用(Leveraging)，在不同發展階段中持續調整其資源配置與整合方式，以創造並維持競爭優勢。資源調和理論強調管理者在資源管理過程中的能動性，然而既有研究多以單一時間點或特定情境進行分析，較缺乏從企業發展歷程觀點，系統性探討資源調和行動如何隨時間演進調整。
基於上述理論缺口，本研究以台達電子(Delta Electronics, Inc.)為研究個案，採取質性研究方法中的個案研究法，並以縱斷面研究設計，探討企業在長期歷程中，如何隨著演進過程調整內外部資源，並擴展至跨組織與跨市場的資源調和行動策略，以維持競爭優勢。透過深度訪談蒐集初級資料，並結合次級資料進行交叉驗證與分析，以提升研究結果之可信度與完整性，並歸納其各階段所對應資源調和行動模式。
研究結果顯示，企業於發展歷程中雖持續使用三項資源調和行動，但其核心重點隨不同階段呈現顯著演化，亦可進行動態修正持續優化其資源，其中「核心能力建構」是連結資源配置與競爭優勢的關鍵中介機制。此外「企業廣度」與「企業深度」亦隨發展歷程逐步擴展，資源調和範圍亦由內部導向轉向跨邊界整合，進而提升資源運用的複雜性與協同效果。
本研究在學術理論上補足資源調和理論缺乏長期動態觀點之不足，深化對資源轉化機制與組織韌性的理解，並強化其於企業發展歷程中的應用；在實務應用上，則提供企業於不同發展階段進行資源配置與調整之參考依據。

This study employs Resource Orchestration theory as its foundational framework to explore how firms continuously adjust their resource allocation and integration through structuring, bundling, and leveraging across different developmental stages to create and sustain competitive advantage. While Resource Orchestration theory emphasizes managerial agency in the resource management process, existing research has predominantly focused on single points in time or specific contexts, lacking a systematic exploration of how resource orchestration actions evolve throughout long-term organizational development.
To address this theoretical gap, this study conducts a qualitative case study using a longitudinal research design on Delta Electronics, Inc. It investigates how the firm adjusted its internal and external resources throughout its long-term history and expanded its resource orchestration strategies to cross-organizational and cross-market levels to maintain competitive advantage. Primary data were collected through in-depth interviews and triangulated with secondary data to enhance the credibility and comprehensiveness of the findings, ultimately identifying the resource orchestration patterns corresponding to each stage.
The findings reveal that while the firm consistently utilizes all three resource orchestration actions throughout its development, the core focus of these actions exhibits significant stage-based evolution. Furthermore, the firm performs dynamic corrections to continuously optimize its resources, with "core capability building" serving as a critical mediational mechanism linking resource allocation to the formation of competitive advantage. Additionally, both breadth and depth expand progressively throughout organizational development, while the scope of resource orchestration shifts from an internal orientation to cross-boundary integration, thereby increasing the complexity and synergistic effects of resource utilization.
Theoretically, this study addresses the lack of a long-term dynamic perspective in Resource Orchestration theory, deepening the understanding of resource transformation mechanisms and organizational resilience. Practically, it provides a strategic reference for firms to adjust their resource allocation across different stages of development.

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