近幾年，台灣面臨嚴重的勞動力短缺及與人口老化的問題，以及缺水、缺電等議題一一的浮現，許多產業因此受到影響。而農畜業在過去是最依靠勞動力的一項產業，除了缺工之外，環境氣候異常地變化以及各式各樣的傳染病出現，都一再的影響農畜業的產能與品質，使傳統農畜業快要成為夕陽產業。為了解決此一挑戰，許多農畜業業者紛紛導入資訊科技，協助形塑智慧農畜業。
本研究旨在探索農畜業業者如何利用資訊科技可供性以形塑智慧農業，故採用質性研究方法中的個案研究法，以「凱馨實業股份有限公司」為個案研究對象。為了探討數位科技推動智慧農業的過程，本研究透過「可供性實現」的理論基礎，加上個案資料的蒐集及與凱馨實業進行深入訪談後的訪談內容，來分析「養雞場引入資訊科技的階段性過程及發展歷程」。
根據本研究的結果發現，資訊科技的運用，不單僅可讓農畜業落實智慧化轉型，同時可達成彈性與效率的智慧化靈巧。農畜業業者在引入資訊科技之前，需要先了解當前遇到的困難，並針對該項痛點選用最適合的資訊科技。在確認資訊科技工件的選用以及明定目標為解決何種痛點之後，其資訊科技的可供性即為具有目標導向的行為可能可以取得具體的結果；經過組織的一再實際行動與結果回饋後，達成直接具體結果的實現。其實現結果不僅解決了當初的目標痛點實現了農畜業智慧化；其在達成智慧化的同時，組織亦在彈性與效率的平衡上形塑出農畜業智慧化的靈巧。

In recent years, agriculture and animal husbandry, one of the labor-based industries in the past, have been particularly affected not only by labor shortages but also by severe climate changes and the emergence of various infectious diseases; these factors pushed them towards becoming sunset industries. Recognizing the gravity of this situation, the Ministry of Agriculture has initiated an agricultural transformation plan to assist traditional agriculture and animal husbandry industries in collaborating with the tech industry, utilizing information technology to achieve intellectualization.
The study focuses on smart farming and employs a qualitative case study as the research method. By using the theory of affordance actualization along with collected case data and in-depth interview content, the study analyzes the process and development stages of introducing information technology into poultry farming.
According to the results of the study, the application of information technology not only facilitates the intelligent transformation of agriculture and animal husbandry but also achieves flexible and efficient ambidexterity. Before integrating information technology, the owner needs to understand the current challenges and select the most suitable information technology to address these pain points. The outcome of the affordance actualization of information technology not only solves the initial pain points but also actualizes the intelligent transformation of agriculture and animal husbandry. Concurrently, as this intelligent transformation is actualized, the organization also achieves the smart poultry farm ambidexterity by balancing flexibility and efficiency.

井上達彥. (2016). 深度思考的力量：從個案研究探索全新的未知事物 (梁世英, Trans.). 經濟新潮社.
林金定, 嚴嘉楓, & 陳美花. (2005). 質性研究方法：訪談模式與實施步驟分析 [Qualitative Research Method: Models and Steps of Interviewing]. 身心障礙研究季刊, 3(2), 122-136. https://doi.org/10.30072/jdr.200506.0005
許萌芳, 湯., 彭思錦, 楊承叡, 洪子淵, 賴威延. (2023). 應用多元化雲端工具，農產業加速數位轉型拓展未來商機. 農政與農情, 378(行政院農業委員會), 12-14. https://www.moa.gov.tw/ws.php?id=2515084
陳向明. (2002). 社会科學質的硏究. 五南圖書出版股份有限公司. https://books.google.com.tw/books?id=6Nl14QQbBJEC&lpg=PA1&ots=fvQaLSd9mN&dq=%E9%99%B3%E5%90%91%E6%98%8E&lr&hl=zh-TW&pg=PA1#v=onepage&q=%E9%99%B3%E5%90%91%E6%98%8E&f=false
廖培珊, 伊慶春, & 章英華. (2002). 調查資料之三角交叉分析：以大學社區生活品質之評估為例 [Subjective Quality of Community Life: An Example of Data Triangulation]. 調查研究(11), 105-131. https://doi.org/10.7014/tcyc.200204.0105
蕭瑞麟. (2020). 不用數字的研究: 質性研究的思辯脈絡. 五南圖書出版股份有限公司. https://books.google.com.tw/books?id=fAj9DwAAQBAJ&lpg=PA3&ots=Pjrz1N7guf&dq=%E8%95%AD%E7%91%9E%E9%BA%9F&lr&hl=zh-TW&pg=PA3#v=onepage&q=%E8%95%AD%E7%91%9E%E9%BA%9F&f=false
謝予綺. (2023). 智慧農業科技廠商可供性實現之研究 —以靈巧能力為觀點 國立臺灣科技大學]. 臺灣博碩士論文知識加值系統. 台北市. https://hdl.handle.net/11296/mt35k4
Avioutskii, V., & Tensaout, M. (2022). Contextualizing international ambidextrous strategies of Chinese multinational enterprises. Thunderbird International Business Review, 64(5), 429-442.
Baxter, P., & Jack, S. (2008). Qualitative case study methodology: Study design and implementation for novice researchers. The qualitative report, 13(4), 544-559.
Bettiol, M., Capestro, M., Di Maria, E., & Micelli, S. (2023). Ambidextrous strategies in turbulent times: the experience of manufacturing SMEs during the COVID-19 pandemic. International Journal of Physical Distribution & Logistics Management, 53(2), 248-272.
Bloomfield, B. P., Latham, Y., & Vurdubakis, T. (2010). Bodies, technologies and action possibilities: when is an affordance? Sociology, 44(3), 415-433.
Boudreau, M.-C., & Robey, D. (2005). Enacting integrated information technology: A human agency perspective. Organization Science, 16(1), 3-18.
Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative science quarterly, 1-34.
Chen, E. L., & Katila, R. (2008). Rival interpretations of balancing exploration and exploitation: Simultaneous or sequential. Handbook of technology and innovation management, 1.
Chenitz, W. C., & Swanson, J. M. (1986). From practice to grounded theory: Qualitative research in nursing. (No Title).
Choi, Y., Cui, L., Li, Y., & Tian, X. (2020). Focused and ambidextrous catch-up strategies of emerging economy multinationals. International Business Review, 29(6), 101567.
Coyne, I. T. (1997). Sampling in qualitative research. Purposeful and theoretical sampling; merging or clear boundaries? Journal of advanced nursing, 26(3), 623-630.
Crabtree, B. F. (1999). Doing qualitative research. sage.
Denzin, N. (1970). Sociological methods: a sourcebook.
Denzin, N. K. (2012). Triangulation 2.0. Journal of mixed methods research, 6(2), 80-88.
Denzin, N. K. (2017). The research act: A theoretical introduction to sociological methods. Routledge.
Duncan, R. B. (1974). The Ambidextrous Organization: Designing Dual Structures for Innovation. In L. R. P. Ralph H. Kilmann, Dennis P. Slevin (Ed.), The Management of Organization Design (Vol. I, pp. 167). North-Holland Publishing Company.
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of management review, 14(4), 532-550.
Eisenhardt, K. M., Furr, N. R., & Bingham, C. B. (2010). CROSSROADS—Microfoundations of performance: Balancing efficiency and flexibility in dynamic environments. Organization Science, 21(6), 1263-1273.
Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of management Journal, 50(1), 25-32.
Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of management Journal, 47(2), 209-226.
Gibson, J. J. (1977). The theory of affordances. Hilldale, USA, 1(2), 67-82.
Glaser, B., & Strauss, A. (2017). Discovery of grounded theory: Strategies for qualitative research. Routledge.
Glaser, B. G. (1978). Theoretical sensitivity. University of California.
Glaser, B. G., Strauss, A. L., & Strutzel, E. (1968). The discovery of grounded theory; strategies for qualitative research. Nursing research, 17(4), 364.
House, C. H., & Price, R. L. (2009). The HP phenomenon: Innovation and business transformation. Stanford University Press.
Huang, S., & Cantwell, J. (2017). FDI location choice: the role of locational ambidexterity. Multinational Business Review, 25(1), 28-51.
Jansen, J., Andriopoulous, C., & Tushman, M. (2013). Organizing for ambidexterity: Founding, developing and revitalizing dynamic capabilities over time. Rotterdam, The Netherlands: Erasmus University.
Kauppila, O.-P. (2010). Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships. Strategic organization, 8(4), 283-312.
Koffka, K. (1935). Principles of Gestalt Psychology.
Kortmann, S., Gelhard, C., Zimmermann, C., & Piller, F. T. (2014). Linking strategic flexibility and operational efficiency: The mediating role of ambidextrous operational capabilities. Journal of operations management, 32(7-8), 475-490.
Lawrence Neuman, W. (2014). Social research methods: Qualitative and quantitative approaches. In: Pearson.
Luo, Y., & Rui, H. (2009). An ambidexterity perspective toward multinational enterprises from emerging economies. Academy of management Perspectives, 23(4), 49-70.
March, J. G. (1991). Exploration and Exploitation in Organizational Learning. Organization Science, 2(1), 71-87. http://www.jstor.org/stable/2634940
Minichiello, V., Aroni, R., & Hays, T. N. (2008). In-depth interviewing: Principles, techniques, analysis. Pearson Education Australia.
Nickerson, J. A., & Zenger, T. R. (2002). Being efficiently fickle: A dynamic theory of organizational choice. Organization Science, 13(5), 547-566.
O Reilly, C. A., & Tushman, M. L. (2004). The ambidextrous organization. Harvard business review, 82(4), 74-83.
O'Reilly III, C. A., Harreld, J. B., & Tushman, M. L. (2009). Organizational ambidexterity: IBM and emerging business opportunities. California management review, 51(4), 75-99.
O'Reilly III, C. A., & Tushman, M. L. (2011). Organizational ambidexterity in action: How managers explore and exploit. California management review, 53(4), 5-22.
O'Reilly III, C. A., & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future. Academy of management Perspectives, 27(4), 324-338.
O’reilly Iii, C. A., & Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator's dilemma. Research in organizational behavior, 28, 185-206.
Ramachandran, I., & Lengnick-Hall, C. (2010). Multidimensional and dynamic ambidexterity configurations: Rethinking the question of balance. annual meetings of the Academy of Management, Montreal,
Rosenkopf, L., & Nerkar, A. (2001). Beyond local search: boundary‐spanning, exploration, and impact in the optical disk industry. Strategic management journal, 22(4), 287-306.
Shin, D. (2022). The actualization of meta affordances: Conceptualizing affordance actualization in the metaverse games. Computers in human behavior, 133, 107292.
Smith, W. K., Binns, A., & Tushman, M. L. (2010). Complex business models: Managing strategic paradoxes simultaneously. Long Range Planning, 43(2-3), 448-461.
Smith, W. K., & Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organization Science, 16(5), 522-536.
Stake, R. E. (1995). The art of case study research. sage.
Strauss, A., & Corbin, J. (1994). Grounded theory methodology: An overview.
Strong, D. M., Volkoff, O., Johnson, S. A., Pelletier, L. R., Tulu, B., Bar-On, I., Trudel, J., & Garber, L. (2014). A theory of organization-EHR affordance actualization. Journal of the association for information systems, 15(2), 2.
Su, L., Cui, A. P., Samiee, S., & Zou, S. (2022). Exploration, exploitation, ambidexterity and the performance of international SMEs. European Journal of Marketing, 56(5), 1372-1397.
Sundmaeker, H., Verdouw, C., Wolfert, S., & Freire, L. P. (2022). Internet of food and farm 2020. In Digitising the industry internet of things connecting the physical, digital and virtualworlds (pp. 129-151). River Publishers.
Tushman, M. L., & O'Reilly III, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California management review, 38(4), 8-29.
Warren, W. H. (1984). Perceiving affordances: visual guidance of stair climbing. Journal of experimental psychology: Human perception and performance, 10(5), 683.
Wolfert, S., Ge, L., Verdouw, C., & Bogaardt, M.-J. (2017). Big data in smart farming–a review. Agricultural systems, 153, 69-80.
Yin, R. K. (2009). Case study research: Design and methods (Vol. 5). sage. https://books.google.com.tw/books?id=FzawIAdilHkC&lpg=PR1&ots=l-ZX7ajWXs&dq=YIN%2C%20R.K.&lr&hl=zh-TW&pg=PP1#v=onepage&q=YIN,%20R.K.&f=false
Zammuto, R. F., Griffith, T. L., Majchrzak, A., Dougherty, D. J., & Faraj, S. (2007). Information technology and the changing fabric of organization. Organization Science, 18(5), 749-762.