本研究旨在深化對動態競爭理論(Dynamic Competition Theory)的理解，特別探討企業如何在動態競爭過程中創造策略上的優勢。透過深入的文獻探討與理論分析，本研究結合動態競爭理論與資源基礎理論(Resource-Based View)，以臺灣兩大燃油機車品牌—三陽工業（SYM）與光陽工業（KYMCO）為研究對象，採用質性研究方法，結合縱斷面個案研究，蒐集2014年至2024年間之次級資料，依據察覺－動機－能力（Awareness–Motivation–Capability, AMC）架構，分析雙方在三個競爭階段的競爭行動、回應模式與背後的策略邏輯。
研究發現，SYM 於競爭歷程中展現出高度的市場察覺力、積極的行動動機與跨部門資源整合能力，形成正向循環的「策略飛輪」，並藉由產品創新、品牌再定位、品質提升與經銷通路合作，逐步由追隨者轉為市場領導者。相較之下，KYMCO 在察覺遲滯、動機不足及資源轉化不完全等因素影響下，競爭優勢逐漸弱化，導致市場領先地位被翻轉。研究同時指出，雙方在三個時期的策略行為差異，與其組織決策邏輯及資源運用模式高度相關。
理論上，本研究整合動態競爭理論與資源基礎觀點，驗證AMC架構於長期競爭分析中的適用性，並補充燃油機車產業在高度市場共同性與資源相似性情境下的競爭互動模式。實務上，研究結果顯示企業應建立敏捷的市場察覺機制、確保策略動機的驅動與落地，並持續強化資源整合與轉化能力，以因應長期且高頻的競爭互動。

This study aims to deepen the understanding of Dynamic Competition Theory, particularly exploring how firms create strategic advantages during dynamic competitive processes. Through in-depth literature review and theoretical analysis, this research integrates Dynamic Competition Theory with the Resource-Based View, focusing on Taiwan’s two major gasoline-powered scooter brands—Sanyang Motor (SYM) and Kwang Yang Motor (KYMCO)—as case study subjects. Employing qualitative research methods, combined with a longitudinal case study approach, the study collects secondary data from 2014 to 2024. Based on the Awareness–Motivation–Capability (AMC) framework, it analyzes the competitive actions, response patterns, and underlying strategic logic of the two firms across three competitive stages (2014–2016, 2017–2019, and 2020–2024).
The findings reveal that SYM, throughout the competitive process, demonstrated a high sensitivity to market changes, strong motivation for action, and robust cross-departmental resource integration capabilities. This formed a positive “strategic flywheel,” enabling the company to transition from a market follower to a leader through product innovation, brand repositioning, quality enhancement, and collaboration with distribution channels. In contrast, KYMCO experienced a gradual erosion of its competitive advantage due to delayed awareness, insufficient motivation, and incomplete resource conversion, ultimately losing its market leadership position. The study further points out that differences in the strategic behaviors of the two firms across the three periods are closely related to their organizational decision-making logic and resource utilization patterns.
Theoretically, this research integrates Dynamic Competition Theory with the Resource-Based View, validating the applicability of the AMC framework in long-term competitive analysis and enriching the understanding of competitive interaction patterns in the gasoline-powered scooter industry under conditions of high market commonality and resource similarity. Practically, the results suggest that firms should establish agile market sensing mechanisms, ensure the effective driving and execution of strategic motivation, and continuously strengthen resource integration and transformation capabilities to cope with long-term, high-frequency competitive interactions.

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
Chen, M.-J. (1996). Competitor analysis and interfirm rivalry: Toward a theoretical integration. Academy of Management Review, 21(1), 100-134.
Chen, M.-J., & Miller, D. (1994). Competitive attack, retaliation and performance: An expectancy-valence framework. Strategic Management Journal, 15(2), 85-102.
Chen, M.-J., & Miller, D. (2012). Competitive dynamics: Themes, trends, and a prospective research platform. Academy of Management Annals, 6(1), 135-210.
Chen, M.-J., & Miller, D. (2015). Reconceptualizing competitive dynamics: A multidimensional framework. Strategic Management Journal, 36(5), 758-775.
Creswell, J. W., & Creswell, J. D. (2003). Research design: Qualitative, quantitative, and mixed methods approaches (2nd ed.). SAGE Publications.
Denzin, N. K., & Lincoln, Y. S. (2011). The Sage handbook of qualitative research (4th ed.). Sage。
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532-550.
Ferrier, W. J. (2001). Navigating the competitive landscape: The drivers and consequences of competitive aggressiveness. Academy of Management Journal, 44(4), 858-877.
Merriam, S. B. (1998). Qualitative research and case study applications in education (Rev. ed.). Jossey-Bass.
Neuman, W. L. (2014). Social research methods: Qualitative and quantitative approaches (7th ed.). Pearson.
Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.
Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
Sirmon, D. G., Hitt, M. A., Ireland, R. D., & Gilbert, B. A. (2011). Resource orchestration to create competitive advantage: Breadth, depth, and life cycle effects. Journal of Management, 37(5), 1390-1412.
Stake, R. E. (1995). The art of case study research. Sage.
Stonehouse, G., & Snowdon, B. (2007). Competitive advantage revisited: Michael Porter on strategy and competitiveness. Journal of Management Inquiry, 16(3), 256–273. https://doi.org/10.1177/1056492607306333
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171-180.
Yin, R. K. (2018). Case study research and applications: Design and methods (6th ed.). Sage.
陳明哲（2010）。《動態競爭》（林豪傑、喬友慶、侯勝宗 譯）。台北市：智勝文化。
蔡展維、陳思婷、劉俊延（2014）。策略故事觀點下之競爭策略。《中山管理評論》，22（1），283–306。
Creswell, J. W.（2013）。《質性研究設計：五種取向》（張麗君 譯）。台北市：學富文化。（原著出版年：2007）
李慶芳（2013），質化研究之經驗敘說─質化研究的六個修煉，高立圖書出 版。
林子婕（2021）。《臺灣電信產業 5G 時期的競爭策略—以五力分析及動態競爭模型分析》（碩士論文，國立臺灣大學國際企業學研究所）。國立臺灣大學學位論文典藏。https://doi.org/10.6342/NTU202102188
網路資料與次級資料
今周刊 (2015–2023)。SYM、KYMCO相關報導，取自 https://www.businesstoday.com.tw
黃阡阡（2023年2月15日）。翻轉市場派罵名：他入主三陽，從屢遭質疑到銷售冠軍，三陽吳清源九年逆襲路。今周刊。https://www.businesstoday.com.tw/article/category/183016/post/202302150036/
經濟部商業發展署 (2025)。2025年第一季全台商業歇業家數統計，取自經濟部統計數據分析系統：https://dmz26.moea.gov.tw/GMWeb/common/CommonQuery.aspx
經濟部工業局 (2023)。機車產業年度統計報告，取自：https://www.moeaidb.gov.tw
交通部公路總局 (2024)。機車登記數量統計，取自：https://stat.motc.gov.tw
交通部運輸研究所 (2024)。111年民眾日常使用運具狀況調查，取自：https://www.iot.gov.tw
車輛研究測試中心ARTC (2023)。車輛產業研究報告，取自：https://www.artc.org.tw
Bike IN (2020–2024)。SYM、KYMCO產品評測文章，取自：https://www.bikein.com.tw
U-CAR (2015–2024)。機車產業新聞與市場觀察，取自：https://news.u-car.com.tw
小老婆機車網、Mobile01論壇、地球黃金線論壇 (2015–2024)。消費者對SYM、KYMCO車型討論與評價，取自：https://www.mobile01.com、https://forum.jorsindo.com
Ettoday車雲 (2023–2024)。SYM聯名活動與產品報導，取自：https://speed.ettoday.net
自由時報（2024）SYM 靈獸家族旗艦「靈龜 TTLBT」上市。取自：https://auto.ltn.com.tw/news/27112/31