中小企業在台灣的產業結構及經濟發展中扮演著非重要的角色，而中小企業持續面臨著缺乏轉型升級與終身學習的人才及創新性不足的問題。而隨著科技發展，外在環境變化快速，中小企業是否具備動態能力(Dynamic capabilities)的問題變得更加關鍵。其中，在人才缺乏的情況下，大多中小企業仰賴其經營者及少數高階管理者的能力維持企業運作發展，故管理者的動態管理能力(Dynamic managerial capabilities)更是需要被深入討論的議題。
　　本研究使用質性研究方法的單一個案研究法，透過訪談的方式深入了解台灣一經營超過20年的成衣製造公司由創立至今的營運過程，其中經歷多次產品線調整，透過不斷的發掘及抓住市場機會，使企業持續維持其動態能力。本研究更進一步探究其公司創辦人在企業營運期間的動態管理能力，藉由此個案了解在公司施展動態能力的情況下，動態管理能力三要素管理認知(Managerial cognition)、管理社會資本(Managerial social capital)及管理人力資本(Managerial human capital)之間的互動過程，彌補目前動態管理能力的理論缺口。
　　透過對個案公司的研究發現，動態管理能力三要素之互動為一循環的過程，由管理社會資本的取得開始，進而影響管理者獲取其他管理認知、管理社會資本及管理人力資本的內容，而後形塑出一個新的管理認知，最後做出策略選擇，這樣的過程會成為管理者的過去經驗，影響下一次動態管理能力互動的過程，形成一個循環。
　　期望透過本研究給予企業在動態能力的獲取、經理人的動態管理能力培養以及政府的人才育成給予有用的建議。

This study explored the operation of a clothing manufacturer, a small-and-medium-sized enterprise which running over twenty years, and explained the entrepreneur’s dynamic managerial capabilities by using qualitative single case study. The most important point in this study was to discuss the interaction among those three underlying factors: Managerial cognition, Managerial social capital and Managerial human capital.

Through exploration, this study finds two result. First, the interaction among those three underlying factors can be regarded as a process, and this process let managers make different decisions and strategies. Second, this process is a cyclic process. The first process will become a previous experience, and let next process become better. The research results imply that it is important for managers to shape correct managerial cognition by utilizing three underlying factors to make correct decisions. Also, the results can give the government some suggestions to develop small-and-medium-size enterprises in Taiwan.

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