在全球供應鏈重組、數位轉型加速、地緣政治衝突升溫，以及家族企業普遍面臨世代交替的背景下，資源受限的傳統製造業如何突破組織慣性並推動動態能力更新與升級，已成為策略管理的重要課題。既有動態能力研究多聚焦大型企業與高科技產業，對中小家族製造業在危機與世代交替交織情境下之能力形成歷程著墨有限；資源協調理論亦較少說明不同世代領導者如何共同參與資源結構化、資源綑綁與資源發揮，進而推動能力升級。
本研究採質性單一縱深個案研究法，以台灣一家中型扣件家族製造企業（C公司）自1980年創立以來四十五年之發展歷程為研究對象。研究透過創辦人、接班者及多層級幹部之深度訪談，並結合企業歷史文件、內部資料、國際認證紀錄與產業資料進行三角驗證；資料分析則採 Gioia 方法啟發之資料結構分析，並結合動態能力與資源協調理論進行歸納—演繹往返分析。研究歸納兩項核心發現。其一為「被迫／危機觸發式察覺」：在C公司此類資源受限的中小家族製造業情境中，動態能力之關鍵察覺並非完全來自主動環境掃描，而是由重大失敗、品質危機與客戶否定等外生衝擊觸發，並透過外部知識導入與組織意義建構，將個人層次洞見轉化為組織層次行動。其二為「雙向資源協調」：世代交替並非單向權力移轉，而是創辦人以資源取得、風險承擔與關係維繫為主，接班者以制度建構、知識整合與市場開拓為主，兩代在資源協調不同層次上形成互補分工，並共同推動能力升級。
本研究進一步建構「危機事件→被迫察覺→雙向資源協調→動態能力更新與升級→供應鏈地位升級」之歷程機制模型。研究貢獻在於將動態能力與資源協調理論延伸至中小家族製造業情境，提出「雙向資源協調」作為連結世代交替與能力升級之中介機制，並說明能力形成具有長期累積、漸進演化與情境邊界等特性。惟本研究係以單一成功個案為基礎，其邊界條件與外推性仍有待後續多個案研究驗證；研究發現可作為傳統製造業面對接班與轉型之實務參考。

Amid global supply-chain restructuring, accelerating digital transformation, rising geopolitical tensions, and the widespread generational succession now underway among family firms, the renewal and upgrading of dynamic capabilities has become a critical challenge for resource-constrained traditional manufacturers. Dynamic Capabilities and Resource Orchestration theories offer powerful lenses for explaining how firms sense opportunities, seize them, and reconfigure their resource bases in turbulent environments. Yet both literatures have developed largely around large corporations and high-technology firms, and have paid limited attention to how capability upgrading actually unfolds inside small and medium-sized family manufacturers, where resources are scarce, decision authority is concentrated in a small number of individuals, and the transformation process is inseparable from the transfer of leadership between generations.
Drawing on these theoretical perspectives, this study examines a Taiwanese fastener family manufacturer through a qualitative longitudinal case study covering more than four decades of company history. The findings identify two key mechanisms. The first, Forced or crisis-triggered Sensing, describes how an external shock rather than proactive environmental scanning becomes the trigger for organizational attention and change. The second, Bidirectional Resource Orchestration, describes how the incumbent and successor generations contribute distinct and complementary resources to the same transformation effort. These two mechanisms are integrated into a process mechanism model linking crisis, capability renewal and upgrading, and supply-chain position upgrading. The study contributes by extending Dynamic Capabilities and Resource Orchestration theories to the context of SME family manufacturers, and provides practical insights for firms facing succession and transformation challenges simultaneously.

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