近二十年來，台灣金融業在整併大型化、數位化浪潮與市場競爭加劇的多重環境下持續演變。對於營業據點集中於特定區域、資源相對有限的中小型銀行而言，若一味複製大型金控的全方位擴張模式，反而可能造成資源分散，削弱既有的區域優勢與經營效率。因此，中小型銀行如何在有限資源與高度監管條件下，形成適合自身的轉型路徑，成為值得深入探討的議題。
本研究旨在探討中小型銀行在長期轉型過程中，如何透過策略選擇與資源運用，形成適合組織發展的路徑，故採用質性研究方法中的個案研究法，以京城商業銀行為個案研究對象。為了探討其長期轉型歷程，本研究以策略邏輯與資源拼湊作為主要分析視角，分別觀察京城銀行於不同發展階段中的策略判斷與資源運用方式，並透過跨階段比較，進一步觀察上述判斷與行動在長期發展過程中所呈現的組織能力特徵。研究資料主要來自對該行副總經理暨發言人之半結構式深度訪談，並輔以年報、法說會報告等次級資料進行交叉驗證。
根據本研究的結果發現，京城銀行的經營優勢並非主要來自龐大資本或快速擴張，而是源於在環境變動中持續調整策略方向與資源運用方式，並逐步形成符合自身條件的差異化發展路徑。從長期歷程觀察，上述策略判斷與資源行動亦逐步呈現策略性敏捷的組織能力特徵。本研究在理論上補充策略邏輯於單一組織長期轉型中的動態運用，延伸資源拼湊作為組織主動選擇的長期資源運用方式，並說明策略性敏捷亦可能表現在組織重新界定發展方式與延續組織能力的選擇上；在實務上則說明中小型銀行的競爭優勢可來自明確的策略取捨與資源配置效率的長期累積。

Taiwan’s banking industry has undergone substantial changes due to financial consolidation, digitalization, and intensifying competition. For small- and medium-sized banks with geographically concentrated branches and relatively limited resources, replicating the full-service model of large financial holding companies may result in resource dispersion and weaken existing regional advantages. Therefore, how these banks develop transformation paths suited to their own conditions warrants further investigation.
This study examines how small- and medium-sized banks develop such paths through strategic choices and resource utilization during long-term transformation. A qualitative case study approach is adopted, with King’s Town Bank as the focal case. Strategic logic and resource bricolage are employed as the primary analytical perspectives, while strategic agility is further examined through cross-stage comparison. Primary data were collected through semi-structured in-depth interviews with the bank’s Senior Vice President and Spokesperson and triangulated with secondary data.
The findings show that King’s Town Bank’s competitive advantage was derived not primarily from large-scale capital or rapid expansion, but from continuous adjustments in strategic direction and resource utilization. Position, opportunity, and leverage logics could coexist and be applied differently as organizational problems changed, while resource bricolage evolved from a response to constrained conditions into a sustained approach to resource utilization. From a longitudinal perspective, these adjustments gradually exhibited characteristics of strategic agility. The findings suggest that small- and medium-sized banks can develop differentiated transformation paths through clear strategic trade-offs and efficient resource utilization.

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