過去研究告訴我們產品具有著生命週期，產業亦會隨著時間成長、成熟，然後開始衰退。然而，我們可以觀察到先進國家依然存在著傳統產業與隱形冠軍。本研究提出產業生命週期需要加入企業層級的組織能力之探討，才能順利解釋這些屬於反直覺的現象。過去研究指出產業的主流設計形成之後，將會從產品創新轉變成製程創新，亦是從突破式創新轉變成漸進式創新，而企業能力則是從能力破壞型轉變成能力增強型。這些研究都是意味著當主流設計形成之前，企業應該採取探索性學習來增強企業的組織能力，而當主流設計形成之後，企業的能力構築方式將會轉換成持續深化創新活動的既有慣例。這時，既有或者大型公司將會因為能夠享有更高的研發與製造的規模經濟，而新公司在缺乏足夠資源的情況下往往會輸給既有或者大型公司。然而，過去研究對於企業「如何構築」組織能力則是尚未有一個清楚的輪廓。本研究透過深度訪談設立於1957年與1947年的A公司與B公司的高階主管，我們整理與歸納出這兩家公司皆是採用探索學習企業外部新的技術與市場知識，並且將之深化於企業內部成為穩定的慣例。本研究認為先進國家依然存在著傳統產業的理由是，那些隱形冠軍擁有著持續學習的組織能力，而這樣的組織能力來自於企業對外部環境不斷進行探索並且提升與構築企業內部的慣例之學習方式。本研究提出產業生命週期理論可以從企業組織能力的觀點來加以補強，而企業的邊探索邊深化學習(exploitative-learning by explorative-learning)的組織能力將可進一步描述產業的競爭力。

Past researches indicate that products have a life cycle. Likewise, industry also has a life cycle, which has early stage, growth stage and mature stage and decline stage. However, we can observe that there are still traditional industries and hidden champions in advanced countries. This study proposes that the industrial life cycle needs to be included in the discussion of organizational capabilities at the firm level in order to explain these counter-intuitive phenomena. Past studies have pointed out that when dominant design appears, then the product innovation will change to process innovation, as well as the radical innovation change to incremental innovation. As a result, firms' capabilities change from capability-destroying to capability-enhancing. These studies infer us that before dominant design appears, firms should take explorative-learning to enhance their organizational capabilities, and after the dominant design appears, firms' capability-building will change to deepen existing routines of innovative activities continuously. At this time, incumbents or large firms will enjoy economies of sacle from R&D and manufacturing investments, while new entrants will often lose out to incumbents or large firms due to insufficient resources.
However, past studies have yet to have a clear outline of how companies "build" organizational capabilities. In this study, through in-depth interviews with the senior executives of Company A and Company B that were established in 1957 and 1947, we sorted out and concluded that these two companies both used exploration to learn new technology and market knowledge from outside the company, and deepened it in The company has become a stable practice. This study believes that the reason why traditional industries still exist in advanced countries is that those hidden champions have the organizational ability to continue learning, and this organizational ability comes from the company's continuous exploration of the external environment and the learning method of improving and constructing the company's internal practices . This research proposes that the theory of industrial life cycle can be strengthened from the perspective of enterprise organizational capability, and the organizational capability of enterprise exploring and deepening learning (exploitative-learning by explorative-learning) will further describe the competitiveness of the industry.

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