本研究聚焦於數位轉型浪潮下，企業如何通過組織變革實現智慧製造，以I公司為研究個案，探討其在數位化與自動化進程中的挑戰與應對策略。台灣TFT-LCD產業自1990年代快速崛起，然而隨著中國競爭者技術能力的提升與產能的迅速擴張，台灣廠商面臨供需失衡與競爭壓力的雙重挑戰。在此背景下，數位轉型成為企業維持競爭力與實現長遠發展的重要策略。然而，數位轉型不僅僅是技術的革新，更牽涉到組織結構、文化及管理模式的深層次改造。
本研究採用質性研究方法，以Lewin的變革三階段理論與Kotter的變革管理八步驟為理論基礎，結合工業4.0的新興理論框架，系統分析I公司在自動化技術導入及數位化進程中的組織變革實踐。研究發現，數位轉型過程中，I公司需應對包括資源配置不足、員工對變革的抗拒及數位文化缺乏等挑戰。透過領導層的強力支持、明確的願景規劃及系統性實施策略，該公司成功克服了這些阻礙，並逐步實現了智慧製造與數位營運目標。
研究結果進一步揭示，數位轉型不僅促進了企業在製造效率與產品品質上的顯著提升，也重塑了其組織文化與管理模式，推動其由傳統製造向智慧化、數位化生態系統的全面轉型。本研究認為，數位轉型的成功關鍵在於技術應用與組織文化重塑的相輔相成，並強調領導層在變革過程中扮演的關鍵角色。這些發現不僅為製造業數位化提供了重要的實務參考，也為學術界探索數位時代的組織變革理論與實證研究提供了新視角。

This study examines the role of digital transformation in driving organizational change, focusing on Company I within Taiwan’s TFT-LCD industry. Facing market saturation and fierce competition from Chinese manufacturers, Company I adopted advanced digital technologies to transition from traditional manufacturing to smart manufacturing. The research aims to explore the challenges, strategies, and outcomes of this transformation, offering insights into the broader implications of digital transformation for modern enterprises.
A qualitative research approach was employed, integrating Lewin’s Three-Stage Change Model and Kotter’s Eight Steps for Leading Change. Data collection included interviews, case analysis, and reviews of secondary resources. Results reveal that the primary challenges included resource constraints, employee resistance to change, and the lack of a digital-first organizational culture. Through strong leadership, a clear vision, and strategic implementation, Company I successfully addressed these issues, achieving significant improvements in production efficiency, product quality, and organizational adaptability.
The findings underscore the importance of aligning technology adoption with cultural transformation. Digital transformation was found to drive not only operational improvements but also a deeper organizational evolution toward agility and innovation. These results contribute valuable insights for manufacturers navigating similar transformations and enhance theoretical discourse on the intersection of technology and organizational change.

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