過去傳統產業一直是台灣經濟發展的重要基石，但近年來政府將經濟計畫核心重點放在科技業、半導體及環保綠能…等產業上，再加上近期中美貿易戰及COVID-19疫情危機威脅，讓科技業前景看好，但傳統產業經營卻越發艱辛，紛紛苦思技術轉型提高附加價值良方。
本研究分析是以質性研究中的個案研究法，探討台灣的傳統產業如何透技術結合進行產業升級轉型，在轉型過程中為了適應多變的產業環境而運用研究理論中動態能力-發現(Sense)、獲取(Seize)與轉化(Transformation)的觀點，不斷地進行商業模式轉換，企圖提升組織資源運用與價值獲取能力，最終影響企業策略選擇。
想藉由此個案探討企業位於不同產業中施展動態能力的同時，進行商業模式調整，評估自身擁有的價值優勢及價值獲取能力與組織策略之間的搭配運用相互關係。也希望藉此研究提供傳統產業轉型上的借鏡，希望企業在轉型過程中能跨出傳統產業的價值思考模式，在提升技術及價值創造的同時，也重新審視價值獲取的方式。在此研究中發現：
1. 企業位於不同產業中所具備動態能力也不相同，在競爭激烈的產業環境中必須不斷進行知識分享及學習，但如果無法將所學習到的知識及技能轉換成為企業內部能力及流程，會影響企業營運效率。
2. 不同產業及不同產品需要有不同商業模式，如果沒有依照市場調整商業模式運作內容，會讓企業獨特技術資產無法有效的發揮效用，連帶影響企業策略與獲利利潤。
3. 商業模式、動態能力、價值獲取與企業策略彼此間是互相連動的，動態能力的展現會顯示在商業模式規劃上，也會連帶影響到價值獲取的方式，最終會改變企業策略選擇。

Traditional industry has been one of the important foundations of Taiwan’s economy. However, government has put focus on developing technology, semi-conductor, green energy, etc. in recent years, which caused traditional industry started to decline. Moreover, Covid-19 has made technology industry to thrive in the market and brought greater impact on the declining traditional industry. This case study used the single case study technique of qualitative research, in order to find out how traditional industry in Taiwan has made their transformation through technology integration, from dynamic capability’s point of view – sense, seize and transform, to adapt the change of market environment. The main purpose of this case study is to explore how traditional industry use dynamic capability to plan business model and find new opportunities during business transformation. Conclusions are as below: 1. Enterprises from different industries carries different levels of dynamic capability. Those from competitive environment should carry higher dynamic capability to absorb and share new market information. Newly learned knowledge must be integrate with original company policy to increase enterprise performance and efficiency. 2. Different business models should be made based on industry and product categories. Enterprises should learn to adjust business model according to market change in order to make best use of company’s business asset.
3. Business model, dynamic capability, value capturing and business strategy are relevant to each other. Dynamic capability decides business model, business model brings out the way of value capturing, and finally affects enterprises’ business strategy.

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