傳統鎖類產業的發展，至今已存在有上千年的歷史，所發展出的產品與功能也皆各有差異與特色之處，至今相關產業技術不論是在結構設計或者是功能衍生，皆存在技術上的高度發展空間。透過此個案之分析，以動態能力的研究角度，觀察企業在成長的過程階段當中，企業本身如何運用資源並搭配企業策略，以應對外在市場的多變，也就是以動態能力理論的察覺(Sense)、獲取(Seize)以及轉換(Transformation)的理論角度，觀察研究個案K公司在企業在每一個成長階段中，因應市場環境變化而做出的商業模式的轉換，以及如何透過多年累積的經驗，去察覺市場、以整合的方式獲取技術資源以及將這些技術資源轉換為企業對於市場可創造的價值，並且依照這個模式，逐步地複製、調整與演進，由傳統的商業模式最終轉換成創新商業模式，以回答本研究問題，『一家企業如何施展動態能力來調整其商業模式，以因應環境變遷? 』。
因此，本研究亦回顧『動態能力』(Dynamic Capabilities)、『商業模式』(Business Model)、『商業模式再創新』(Business Model)等理論文獻，並運用質性研究方法中的個案研究方法，藉由實際訪談與考察的方式，盡可能地蒐集與彙整初級以及次級資料，除了增加資料的可信度，亦可針對研究個案企業由傳統商業模式轉型為創新商業模式之過程剖析。
期望可透過本研究給予傳統產業，一透過動態能力的角度分析以及商業模式轉換之實例經驗分享，讓傳統產業能跨出傳統模式的框架，藉由跨產業的技術整合既有技術能力，創造更多的企業產品以及服務的價值，也期望可提供政府的人才培育能有實際個案可參考。

This study is based on a single case study of qualitative research, and the use of interviews, with data collection and literature analysis to enhance the content of the theory. In the terms of “Dynamic Capabilities”, “Business Model Reinvention”, “Business Model” and “Qualitative Research” and other keywords, for the National Master’s thesis database, Journal index and other related terms of the definition and interpretation and point of views, to be aggregation and comparison. Through the interview materials and documentation provided by Company K., allows us to explore the transformation process of business model in the perspective of Dynamic Capabilities, also, with the point of view of Business Model Reinvention to analyze the differences to the business model transformation before and after.
Further more, though the analysis of this case study, also allows us to observe how the corporation to rebuild the combination of existing resources as company strategies, in order to reflect an organization’s ability to achieve new and innovative form of competitive advantage given path dependencies and market positions. Therefore, based on the three stages of the Dynamic Capabilities: Sensing of Opportunities, Seizing the Opportunities and Transformation of resources, each of the stages represents how Company K using years of accumulation B2B experiences to build up the sensing, seizing and transforming abilities to market and technology resources, eventually to stablish its own brand and successfully transform original business model into unique and more suitable brand new business model to present and future market.
Last, with the conclusion of this study, we are expecting to answer the very question, “How does a company adjust its business model with the perspective of Dynamic Capabilities, in order to respond to environmental changes?”
Also, there are additional purpose for this case study, it’s in expectation as business model transformation example to industrial and government, whether the result given in the future suits to expectation value creation or opposite from it.

一、英文參考文獻
Amit, R. and P. Schoemaker (1993), ‘Strategic assets and organizational rent,’ Strategic Management Journal, 14(1), 33–46.
Dosi, G., R. R. Nelson and S.G. Winter (2002), ‘Introduction: the nature and dynamics of organizational capabilities,’ in G. Dosi, R. R. Nelson and S. G. Winter (eds), The Nature and Dynamics of Organizational Capabilities. Oxford University Press Inc: USA, pp. 1–24.
Eisenhardt, K.M., and Martin, J.A. (2000), “Dynamic capabilities: what are they?”, Strategic Management Journal, Vol.21, No.11, pp.1105-1121.
Felin, T., & Powell, T. C. (2016). Designing organizations for dynamic capabilities. California Management Review, 58(4), 78-96.
Gaur, A.S., Kumar, V., and Singh, D. (2014), “Institutions, resources, and internationalization of emerging economy firms”, Journal of World Business, Vol.49, No.1, pp.12-20.
Iansiti, M. and K. B. Clark (1994), ‘Integration and dynamic capability: evidence from product development in automobiles and main framework computers,’ Industrial and Corporate Change, 3(3), 557–605.
Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard business review, 86(12), 57-68.
Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86, 50–59.
Leonard-Barton, D. (1992). ‘Core capabilities and core rigidities: A paradox in managing new product development’, Strategic Management Journal, Summer Special Issue, 13, pp. 111–125.
McCarthy, E. Jerome (1960) Basic Marketing: A Managerial Approach Homewood, IL: Irwin
Moore, J.C., Rao, H.R., Whinston, A., Nam, K., and Raghu, T.S. (1997). Information Acquisition Policies for Resource Allocation Among Multiple Agents, Information Systems Research 8(2): 151–170.
Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur's business model: toward a unified perspective. Journal of business research, 58(6), 726-735.
Myers, M. D. (2019). Qualitative research in business and management. Sage Publications Limited.
Powell, W. W., Koput, W. K. and Smith-Doerr, L., “Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology”, Administrative Science Quarterly. Vol.41, No.1, (1996), pp.116-145.
Rialti, R., Marzi, G., Ciappei, C., & Busso, D. (2019). Big data and dynamic capabilities: a bibliometric analysis and systematic literature review. Management Decision.
Richard A. D'Aveni, (1994),“Hypercompetition: Managing the Dynamics of Strategic Maneuvering,”
Teece, D. J. (1980). ‘Economics of scope and the scope of the enterprise’, Journal of Economic Behavior and Organization, 1, pp. 223–247.
Teece, D. J. (1981). ‘The market for know-how and the efficient international transfer of technology’, Annals of the Academy of Political and Social Science, 458, pp. 81–96.
Teece, D.J., (1986). Profiting from technological innovation: implications for integration, collaboration, licensing, and public policy. Research Policy 15, 285–305
Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350.
Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2), 172-194.
Teece, D. J. (2012). Dynamic capabilities: Routines versus entrepreneurial action. Journal of Management Studies, 49(8), 1395-1401.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 509-533.
Tushman, M. L., W. H. Newman and E. Romanelli (1986). ‘Convergence and upheaval: Managing the unsteady pace of organizational evolution’, Califor- nia Management Review, 29(1), pp. 29–44.
Wang, C. L., & Ahmed, P. K. (2007). Dynamic capabilities: A review and research agenda. International journal of management reviews, 9(1), 31-51.
Yin, R.K. (1984), Case Study Research: Design and Methods, Sage, 1st ed.,Newbury Park, CA.
Yin, R.K. (1994), Case Study Research: Design and Methods, Sage, 2nd ed.,Thousand Oaks, CA.
Yin, R.K. (2003), Case Study Research. Design and Methods, Sage Publications, 3rd ed.,Thousand Oaks, CA.
Yin, R.K. (2009), Case Study Research: Design and Methods, Sage Publications, Thousand Oaks.
Yin, R.K. (2014), Case Study Research: Design and Methods, Sage Publications, Kindle ed., Thousand Oaks, CA.
Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization science, 13(3), 339-351.

二、中文參考文獻
TSMC 企業社會責任網頁：https://www.tsmc.com/csr/ch/focus/responsibleSupplyChain/sustainabilityManagement.html
邱悅蓉, & 葉日崧. (2016). 海外市場通路動態調整之研究-以鴻海集團在大陸為例. 國立虎尾科技大學學報, 33(3), 1-15.
李慶芳. 2013. 質化研究之經驗敘說：質化研究的六個修煉 (初版 ed.)
潘寧馨、林玉樹、洪毓霞、陳嘉鴻.(2010) 我國製造業傳統產業變遷之研究
陳嘉文. 2009：衡量產險業真實核保利潤 訂定經營績效指標之研究，A Study of How to Evaluate the Actual Underwriting Profits of Property & Casualty Insurance Company and to Build up Key Performance Indicators PP.70~71
哈佛商業評論商業模式再創新Reinventing Your Business Model https://www.hbrtaiwan.com/article_content_AR0000962.html
萬文隆. (2004). 深度訪談在質性研究中的應用. 生活科技教育月刊.