隨著數位轉型浪潮與物聯網技術蓬勃發展，加上社會治安改善導致傳統竊盜犯罪率大幅下降，保全業者正面臨傳統防盜市場萎縮的生存考驗。大眾對於安全防護的期待，已從單純的被動防範外力入侵，轉向事前預警與全方位的生活照護。這樣的需求轉變，近一步推動傳統保全朝數位服務化邁進，從過去以硬體、人力為核心的模式，轉向以數據與跨系統的連動為主。然而，當龐大的新興科技湧入既有組織體系時，極易與傳統營運思維產生強烈碰撞與衝突。作為守護民眾生命財產的第一線，保全產業具有不容許服務斷線或發生錯誤的特殊性。因此，在面臨環境高度不確定性時，如何建立具備動態適應能力的韌性服務體系，成為企業在逆境中生存並維持核心競爭力的關鍵。
為深入探討此議題，本研究採用質性個案研究方法，以臺灣保全業領導品牌中興保全為單一個案，探討其邁向韌性服務體系的轉型歷程。本研究結合吸收能力與資源和諧雙重理論視角，剖析個案公司如何將外部新知獲取、轉化、同化並應用為組織變革的創新動力；同時探討管理者如何主動對內部資產進行建構、捆綁與槓桿，以化解新科技與舊資源的摩擦。依據外部環境變遷與內部形塑的韌性維度，本研究將中興保全歷程分為基礎建設期、價值加值期與生態共創期三個階段進行探討。
本研究發現，傳統企業建構韌性服務的關鍵，在於吸收能力與資源和諧的動態整合。首先，在基礎建設期，高層主動洞察傳統市場萎縮危機，引進物聯網技術並與「24小時巡邏人力」綑綁，彌補了單一硬體缺乏溫度的劣勢，藉由技術換軌重塑生存基礎，展現出「市場韌性」；其次，在價值加值期，面對客戶需求轉移，企業堅持不裁員的內部人力升級策略，透過高強度教育訓練消弭基層對新科技的抗拒，將傳統保全人力轉化為整合方案顧問，並設立專責單位打破子公司隔閡，達成前線防護不斷線的「服務韌性」；最後，在生態共創期，受政策與大型產業適法需求影響，透過參與政府及大型科技廠的示範專案實作，將路燈、門禁等傳統基礎設施轉化為城市治理與工安管理的數據決策節點，實現跨域互補的「組織韌性」。
傳統服務業的數位轉型並非單純的科技升級，而是引進新興科技與維持傳統服務信任的深度結合。企業轉型無須完全仰賴外部科技人才換血，而是可藉由內部人力的紮實訓練與外部夥伴的生態共創來驅動。本研究建構出傳統產業邁向韌性服務體系的具體轉型路徑，期望能為面臨類似產業結構衰退之傳統服務業者，提供實務上轉型參考與策略方向。

Amid the wave of digital transformation and the rapid development of Artificial Intelligence and Internet of Things (AIoT), traditional security providers are facing a shrinking anti-theft market. This trend is driven by continuous improvements in social order and changing environmental conditions.
In response to evolving customer expectations regarding security protection, traditional security enterprises must move beyond the conventional model of selling hardware and dispatching manpower and transition toward digital servitization centered on data and cross-system integration. However, the integration of emerging technologies into existing organizational systems often conflicts with entrenched operational mindsets, leading to resource fragmentation and internal tensions.
As the frontline protecting people’s lives and property, the security industry cannot afford service interruptions or errors. Therefore, building a dynamically adaptable resilient service system has become essential for survival and sustaining core competitiveness.
This study adopts Taiwan Secom as a single case to examine its transformation across three stages: the infrastructure phase, the value-add phase, and the ecological co-creation phase. Drawing on the perspectives of absorptive capacity and resource orchestration, the study explores how the case company acquires, assimilates, transforms, and exploits external knowledge as a driver of innovation, while continuously structuring, bundling, and leveraging internal resources to resolve tensions between new technologies and legacy systems.
By analyzing the case company’s innovation process and its mechanisms for resolving conflicts between old and new technologies, this study develops a transformation pathway for traditional industries to build resilient systems. The findings aim to provide practical insights and strategic references for service providers facing similar challenges.

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