本研究擬探討企業經營者在因應環境快速變遷之特性而採取必要之轉型策略時，有那些關鍵因素會促使企業轉型成功？該關鍵因素分別之重要程度及順序為何？本研究經由文獻中找尋適合且相關之衡量項目，先藉由專家之專業素養與豐富之經驗，進行相關構面與評估準則之篩選，再依層級分析法（Analytic Hierarchy Process，AHP）針對學者、專家及實際參與企業經營決策者之意見，將錯綜複雜之問題評估系統，簡化為簡明的要素層級系統，予以量化後建立成對比較矩陣（Pairwise Comparison Matrix），據以求得矩陣的特徵向量（Eigenvector），以排列各要素間的優先順序。

　　本研究結果顯示，影響企業轉型成功之前十大關鍵因素依序為：（一）經營者策略敏銳；（二）經營者參與程度；（三）領導團隊；（四）支援產業競爭態勢；（五）願景溝通；（六）企業規模/國際化腳步；（七）產業競爭態勢；（八）人力素質；（九）人際網絡/策略聯盟；（十）發明及創新能力。而反觀對企業轉型成功影響最低之十大因素依序為：（一）會計制度；（二）專利權；（三）匯率；（四）資本；（五）職涯發展計畫之建立；（六）配銷通路；（七）國家經濟開放程度；（八）財務管理能力；（九）產品商機；（十）市場大小及成長速度。依研究結果顯示，企業經營者之策略敏銳程度及經營態度，將直接主導著企業轉型之成功與否；而企業無法直接控制、不易變動或應具備之基本能力等之相關因素則較不具關鍵影響性。

　　本研究期能協助企業之經營者，透過其敏銳之經營策略，將所有與企業轉型成功之關鍵因素協調且一致，在企業核心意識形態及轉型目標的架構下運作，將各關鍵因素融入組織之所有層面，化為目標、策略、文化習性及各相關管理行為，將企業轉型這個艱鉅的任務，化為明確之可行任務。

　　This study aims at the enterprise operators who take the necessary transformation strategy to adapt to the rapid change character of the environment. Which critical factors will help the enterprise to transfer its operation type successfully? And what are the degree of importance and the consequence of the critical factors respectively? This study has found out the related measurement items from the past document records, and through the professional training and experience of the experts to proceed with related construction aspect and the selection of evaluation standard first, then consulted the opinions of the scholars, experts and those who actually involved in enterprise operation according to the Analytic Hierarchy Process (AHP) to simplify the complicated problem evaluation system into precise factor level system. And to build up a Pairwise Comparison Matrix after it was quantified to find out the Eigenvector of the matrix and to line up the priority sequence among different factors.

　　The results of this study indicated that the top ten critical factors that affected the successful business transformation are: 1) The sharpness of the operator’s strategy; 2) The degree of the involvement of the operator; 3) The leadership team; 4) The situation that support the industrial competition; 5) Communication of the visions; 6) The industrial scale/speed of globalization; 7) The situation of the industrial competition; 8) Manpower quality; 9) Interpersonal relation network/strategy alliance; 10) Inventive and creative abilities. To look on the opposite side, the top ten factors that least affected the successful business transformation are the: 1) Accounting system; 2) Patent rights; 3) Exchange rate; 4) Capital; 5) The building of the career development plan; 6) Distribution channels; 7) The degree of the openness of a country; 8) Financial management ability; 9) Business opportunity of the product; 10) Market size and the growth rate. The study results also indicated the strategy sharpness and the operation attitude of the operator would directly lead to the success or failure of the industrial transformation; while the related factors that were out of the control of the enterprise, hard to change or the basic ability that should have possessed would not have the critical influence.

　　It was hope that this study is able to help the industrial operators to coordinate all of the critical factors of successful industrial transformation and make them consistent so that the enterprise may operate under the structure of the industrial core ideology and transformation goal, further, to merge the critical factors into all levels of the enterprise to become goal, strategy, cultural intelligence and related management actions, and to change the challenging mission of industrial transformation into a clear and feasible mission.

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