動態能力(Dynamic Capabilities)與商業模式(Business Model)被學者提出後，就迅速受到高度關注並研究。學者們運用動態能力與商業模式研究不同產業下企業的變化，並提出許多不同的見解與觀點，也漸漸建構出理論的含義。然而，過往研究中均以不同的領域訂定不同的流程與框架，缺乏對於動態能力如何協助企業進行商業模式創新的具體流程。同時，過往學者也多以資源充足、組織架構完整與組織文化明確之成熟企業作為研究個案，缺乏對於新創企業作為個案之研究。
因此，本研究以2022年獲取B輪募資之台灣新創軟體企業凱鈿行動科技(Kdan Mobile)作為研究對象，透過各式雜誌的企業專訪、個案企業所發佈之部落格文章初步建構出發展脈絡，並以深度訪談法與觀察法描繪出個案完整的發展脈絡。最後藉由動態能力與商業模式之學術理論探究凱鈿如何運用動態能力以進行商業模式創新，並獲取於軟體業中的競爭優勢。
凱鈿於兩次轉型中，皆感知到外部環境所帶來的威脅與機會，並透過培養組織中的企業文化、協調外部合作者與內部員工、資源重整與配置與適應新的營運方式來進行商業模式創新並達成轉型目標。企業透過動態能力的運用，逐步調整自身的價值主張、價值創造與傳遞以及價值捕捉，藉以即時抓住市場上的需求，最後建構出自身與其他競爭對手之差異，並獲取持續競爭優勢。
本研究亦發現，新創企業運用動態能力進行轉型的過程中，高階管理者的個人能力與員工凝聚力與創新力對於企業的商業模式創新成功與否具有關鍵性的影響。同時，凱鈿利用其快速變革和適應能力的優勢，以及進化學習的過程，讓轉型的經驗深植於企業文化中。透過這些關鍵要素的協調，凱鈿也不斷獲得在該產業中的競爭優勢。

Dynamic Capabilities and Business Models have been highly concerned and researched after being proposed by scholars. However, previous studies have defined different processes and frameworks in various fields, and there is no specific process and consensus on how dynamic capabilities can assist enterprises in business model innovation. At the same time, previous scholars mostly used mature enterprises with sufficient resources, complete organizational structure, and clear organizational culture as research cases, but lacked research on start-ups as case studies. Moreover, most scholars emphasize obtaining competitive advantage through the realization of dynamic capabilities, while ignoring the actual development process.
To address these gaps, this study takes Kdan Mobile, a start-up software company in Taiwan that received round B funding in 2022, as the research case, and constructs a development plan through interviews with magazines and blog posts. Then, the complete development will be described by in-depth interviews and observations. Finally, based on the academic theory of dynamic capabilities and business models, it discusses how Kdan achieved enterprise transformation by using dynamic capabilities to innovate the value proposition, value creation and delivery, and value capture. Through business model innovation, Kdan has enhanced its brand image in the market and gained a sustainable competitive advantage in the software industry.
This study found that during the two transformations, Kdan was aware of the threats and opportunities brought by the external environment, and successfully innovated business models and achieved transformation goals by cultivating the unique corporate culture, coordinating both external partners and internal employees, reorganizing resources, and adapting new operating methods.
Through dynamic capabilities, Kdan gradually adjusts its value proposition, value creation and delivery, and value capture to seize the market demand immediately and build differences between itself and other competitors, thereby obtaining sustainable competitive advantages. Moreover, Kdan has cultivated some abilities that are difficult for competitors to imitate, including its advantages of rapid change, adaptability, and evolutionary learning.
This study also found that in the process of the start-up enterprise using dynamic capabilities to transform, the personal abilities of senior managers and the cohesion and innovation of employees have a critical impact on the success of the company's business model innovation.

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