時事變遷，人類歷史上經過了許多次的產業變革，每次變革大從產業結構小至各行各業的工作模式，都讓人們潛移默化地接受了巨大的變化，也促使各行各業必須反思如何藉由策略價值之提升，在產業中站得更穩健並且跟得上變革；然而近年來，也有一種革命正在一點一滴滲透著各行各業的產業結構與工作模式，正是所謂的數位轉型。
金融業在2020年時已是台灣佔比最高的轉型產業類別，高達63.8%；雖然在2021年及2022年數位轉型成熟度並中並非在各產業之中蟬聯第一，但是在各產業皆如此積極改變的環境之下，金融業數位轉型勢在必行。
本研究期望以個案銀行作業單位完成數位轉型為標的，透過相關文獻探討與半結構式關鍵人物深度訪談，評估個案進行數位轉型時所採用的策略選項並進一步依據「資源基礎理論」(Resource-Based Theory, RBT)來分析個案採用的策略選項，是否獲得了具稀有性、無法模仿的、差異性、不易移轉的、獨特性、策略價值性企業資源。
最後依照以上結果，歸納出個案銀行作業單位在面對數位轉型的巨大衝擊之下，透過產學合作方式，藉由人工智慧技術導入數位化技術完成數位轉型後，依據關鍵之策略選項資訊及獲得的企業資源，對照出個案銀行是否與上述學術理論契合，實際獲取了策略價值並提升競爭優勢；提供未來欲導入數位轉型之銀行同業，一份具有參考價值的策略心法與經驗智識記錄。

In recent years, there has been a revolution called digital transformation which penetrates the industrial structure and working mode of all industries little by little.

This study aims to evaluate the strategic options used in the digital transformation of a case study banking unit by using the "Options for Formulating a Digital Transformation Strategy" published by Thomas Hess, Christian Matt, Alexander Benlian, and Florian Wiesböck (2016) as the theoretical basis, which is used as the theoretical basis to evaluate the strategic options used in the cases of digital transformation. The study is further based on the Resource-Based Theory (RBT) proposed by Grant (1991) to analyze whether the strategic options adopted by the case resulted in the acquisition of strategically valuable, unique, rare, different, inimitable, and non-transferable corporate resources.

Finally, based on the above results, this study summarizes the key strategic options and corporate resources obtained by the case bank operating units after they have completed digital transformation through artificial intelligence technology and industry-academia cooperation in the face of the tremendous impact of digital transformation. Also, compare whether the case bank has gained strategic value and enhanced competitive advantage in line with the above academic theories.

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