知識經濟的時代，掌握知識、運用知識成為企業經營中不可或缺的一環。不論是職場上的工作者個人、企業經營者抑或是創業者，學習知識與技能是增強能力與取得競爭力的重要途徑之一。因應上述的各種培訓需求，有各式各樣的培訓機構提供各種學習課程或技能養成的服務，以滿足市場上各種想藉由培訓以提升競爭力的個人、企業或政府機構。各種型態的培訓機構中，有共同存在的經營情境與環境，如何取得資源，且動態的運用資源以實現發展策略、產出價值，是本研究想要進一步深入探討的。
本研究利用質性研究的個案研究法，用資源基礎理論的資源觀點、動態能力理論的資源觀點或服務主導邏輯的資源觀點，透過觀察個案組織單一業務長時間的歷程發展，發現價值創造過程高度依賴資源在組織中的動態活動逐步形塑，透過資源的搜尋，找到適合組織操作且獨特性的資源；透過資源的動員，讓內外部資源可以集合在同一個服務情境中；透過資源的整合，將資源配置於各項組織提供服務的活動中，創造服務的價值。而在提供服務的活動中，能累積資源運用與配置的經驗，還能在與各利害關係人的互動交流中獲取新資源，進一步對當前策略進行調整，以及影響對未來策略方向的制定。

This study attempt to explore how the training service institutions get resources, use resources dynamically to achieve strategy goal and create value. This study used the case study method of qualitative research, by reviewing the point of view of resource-based view, dynamic capabilities and service dominant logic, through the observation of a long-term observation of the development of a single business case.
The strategic planning for each period are adjusted or re-enacted based on the cumulative resources of previous stage in various stages of the development, and continuously accumulate the organizational specific ability when using resources in the process. Strategies and resources interact with influence and shaping each other. Through the seeking for resources, find unique resources to operate which were suitable for the organization; through the mobilizing of resources, so that internal and external resources and services can be set in the same situation; through the integrating of resources, the resources configured to the activities of the organization to provide service and create value.

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