近年來，台灣半導體產業之發展面臨諸多的挑戰與機會，紅色供應鏈的威脅、新冠疫情使得供應鏈供貨不穩、斷鏈，居家工作導致生產延宕、需求快速變動。這些種種的問題，都使得日月光公司面臨許多的挑戰。而在面臨這些困境的同時，資訊技術的快速發展，也很大程度地改變了企業生產、營運互動的方式。面對這些挑戰日月光公司無法單靠自己的力量解決這些問題。因此，本研究以「日月光半導體公司」作為研究標的，研究目的旨在以數位轉型的觀點探討日月光公司數位轉型的過程以及成果，並深入分析數位轉型成果為日月光公司在產業中如何與利害關係人互動，在日月光公司透由數位轉型達到個體價值的同時，如何透過合作達到企業敏捷性的創造。
本研究以「數位轉型」與「服務主導邏輯」做為核心理論架構，探討企業如何藉由數位技術的導入與服務邏輯的轉變，驅動組織內部運作與外部價值鏈的協同創新，以提升其面對快速變動市場的「敏捷應變能力」。面對近年全球半導體產業劇烈波動，以及新興科技加速推動數位經濟發展，企業若無法及時進行組織轉型，將難以因應外部環境的不確定性與挑戰。本研究採用質性個案研究法，透過深度訪談與次級資料蒐集，建構企業數位轉型歷程與服務主導邏輯導入之三階段分析架構。
研究結果顯示，日月光公司透過數位化技術的應用，成功驅動組織由傳統作業導向邁向數據驅動決策模式，並逐步轉變其主導邏輯，由產品導向轉為以顧客為中心的服務導向思維，強化與顧客、合作夥伴等利害關係人之間的互動與協作。企業在此過程中不僅優化了營運效率，更透過價值共創的實踐機制，提升整體生態系統的協同創新能力，進而促進組織敏捷性之發展。另，本研究具備理論與實務之雙重貢獻。理論上，整合數位轉型、服務主導邏輯與組織敏捷性三者之關聯性，補充現有文獻對於數位轉型策略落實與價值共創實踐的整體理解；實務上，提供企業在推動數位轉型與敏捷組織建構過程中之策略參考，協助其在高度變動的市場環境中建立永續競爭優勢。

Taiwan’s semiconductor industry has faced considerable challenges in recent years, including geopolitical tensions, pandemic-induced supply chain disruptions, and rapidly shifting market demands. ASE Technology Holding Co., Ltd., as a leading player in the industry, encountered significant operational and strategic pressures. Meanwhile, the emergence of advanced digital technologies has transformed how enterprises operate and interact with stakeholders. In response, ASE recognized the need to go beyond internal improvements and sought to achieve agility through digital transformation and collaborative value creation.

This study investigates how ASE implemented digital transformation initiatives and adopted a service-dominant logic (SDL) to enhance organizational agility. Using a qualitative case study approach, data were collected through in-depth interviews and secondary sources to construct a three-stage transformation framework. The research explores how digital technologies and SDL enabled ASE to shift from a product-centric mindset to a customer-centric, service-oriented approach.

Findings reveal that digital tools helped ASE transition to data-driven operations, foster cross-functional collaboration, and strengthen engagement with customers and partners. Through this shift, ASE not only improved internal efficiency but also co-created value with stakeholders, enhancing its ability to respond to market changes rapidly and flexibly.

Theoretically, this study contributes by linking digital transformation, SDL, and agility into an integrated framework. Practically, it offers insights for firms navigating digital initiatives, highlighting strategies to build agile capabilities and sustain competitiveness in volatile environments.

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