保持競爭優勢的目的在於實現企業目標與創造價值。資源基礎觀點(Resource-Based View, RBV)認為企業擁有重要核心資源可以獲取競爭優勢，然外部環境的不確定性與動態性與日趨增下，RBV無法充分解釋，動態能耐觀點因應而生，認為企業需透過組織學習來覺察外部機會與威脅，利用整合與重置，掌握機會與管理威脅，方能在動態環境之中，達到績效目標。外部環境變動事件可驅動內部動態能耐的發展運作，而過往學者以探究環境的不確定性與動態性等特徵與動態能耐之關係研究為主。因此，本研究把外部環境因素區分為技術衝擊、政府政策、市場需求及競爭者威脅等四個構面，動態能耐分為組織學習能耐、整合能耐與重置能耐三項，以營收表現與營業擴張作為衡量組織績效指標，進行從外而內的動態能耐脈絡情境的探索。本研究以半結構式訪談個案研究法，以南台灣四家補教業者為研究對象，進行實地訪談，探討補教業者在外部環境因素威脅下，如何藉由動態能耐，掌握相關資訊，靈活採取結合外部資源或更新自身能力，來確保營收與經營成長。個案結果顯示，科技衝擊與市場需求是關鍵的環境變動因素，而企業要將外部變動轉為內部動能，有賴於組織學習能耐、整合能耐與重置能耐三者運作愈趨契合，愈有助於補教業者的動態能耐發揮最佳效益。

The purpose of maintaining a competitive advantage is to achieve business goals and create value. The resource-based view (RBV) advocates that firms hold critical core resources to gain competitive advantage. However, the RBV does not fully explain how competitive advantage can be sustained in increasingly uncertain, dynamic external environments. Recently, the dynamic capability view (DCV) was developed. It suggests that firms sense opportunities and threats, seize opportunities, manage threats, and transform themselves to respond to environmental changes in order to meet performance targets. Changes in the external environment can drive the development of internal dynamic capabilities. However, scholars generally focus on the study of dynamic capabilities in relation to environments characterized by uncertainty and changes. Therefore, this paper is an attempt to explore the context of dynamic capability from external to internal, in which external environmental factors are divided into four aspects: technological impact, government policy, market demand, and competitive threat, and dynamic capabilities include three dimensions: organizational learning capability, integrative capability, and reconfiguring capability. Revenue and business expansion are used as a measure of organizational performance indicators. A semi-structured interview case study method is used, and four supplementary schools in Southern Taiwan are taken as the study objects to investigate how firms can take advantage of dynamic capabilities, absorb relevant information, integrate internal and external resources flexibly, and renew core abilities to ensure revenue and business growth while facing threats from external environments. The results show that technological impact and market demand are the key factors related to environmental changes, and that firms are able to transform external changes into actions depending on the degree of organizational learning capability. Supplementary schools can obtain the best effects from their dynamic capabilities by strengthening organizational learning and integrative capabilities, and by reconfiguring their capabilities to make them more mature and fit.

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