本研究以動態能力理論為主軸，探討家族型基層醫療組織在接班與數位轉型交織情境下，如何回應醫療制度壓力、資源限制與多科別次文化差異，並建構組織轉型所需之動態能力。本研究以同喬醫療為單一個案，透過深度訪談、內部資料與研究者長期觀察，分析第二代接班者如何採取「行政與財務系統先行」之數位治理路徑，逐步建構感知能力、機會掌握能力與轉換能力。
研究發現，數位轉型在本個案中並非單純資訊系統導入，而是第二代接班者建立治理能力、提升資訊透明度、降低跨科協作阻力，並推動制度化管理的重要工具。在感知能力的建構上，接班者透過日常營運與財務流程觀察，辨識出資訊分散、流程不一致與治理透明度不足等問題；進一步延伸至機會掌握階段，組織選擇從行政與財務系統切入，以降低臨床專業抗拒，並建立可視化與標準化的管理基礎；最終在轉換能力的展示層面，則體現於流程再造、資源配置調整與跨科協作模式更新。
本研究進一步指出，行政與財務系統先行具有低阻力與高治理意涵，可作為基層綜合型診所在資源有限、專業文化差異與家族接班壓力下推動數位轉型之可行策略。研究結果除補充動態能力理論在家族醫療組織與基層診所場域中的應用，也提供中小型醫療機構推動數位治理與制度化管理之實務參考。

Digital transformation has become an important issue for small and medium-sized healthcare organizations facing institutional pressure, limited resources, labor shortages, and increasing service expectations. However, most existing studies focus on large hospitals or specific clinical technologies, while less attention has been paid to how family-owned multispecialty clinics build organizational capabilities through digitalization. This study examines how a family-owned multispecialty clinic in Southern Taiwan develops dynamic capabilities under the dual context of family succession and digital transformation.
TCV Medical Group began with ophthalmology services and later expanded into dentistry, urology, and health aesthetics. As the organization became more diversified, it faced increasing management complexity, including departmental differences, fragmented workflows, paper-based administrative processes, limited data transparency, and cross-department coordination challenges. At the same time, the second-generation successor entered the organization without a medical professional background, which created challenges in establishing leadership legitimacy within a professional healthcare setting.
This study adopts a qualitative single-case research design. Data were collected through interviews, researcher observation, internal documents, and reflective records. The interviewees included the founder, the second-generation successor, financial management personnel, physicians, a medical department supervisor, and frontline staff. Through open coding, axial coding, and theoretical coding, this study analyzes the case based on the dynamic capabilities framework, including sensing capability, seizing capability, and transforming capability.
The findings show that the organization did not begin digital transformation from clinical systems, but from administrative and financial systems. This lower-resistance approach helped improve data visibility, standardize workflows, and gradually build trust among organizational members. In terms of sensing capability, the organization identified external pressures such as National Health Insurance constraints, rising labor costs, workforce shortages, and changing patient needs. In terms of seizing capability, it selected administrative and financial digitalization as a feasible entry point. In terms of transforming capability, digitalization supported workflow adjustment, data transparency, cross-department coordination, and more systematic resource allocation.
Overall, this study shows that digital transformation can serve not only as an efficiency tool, but also as a governance mechanism for building leadership legitimacy and organizational capabilities in family-owned healthcare organizations.

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