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    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/158403


    Title: 動態能力觀點分析台達電轉型
    A Case Study on the Transformation of Delta Electronics from the Perspective of Dynamic Capabilities
    Authors: 葉思辰
    Yeh, Ssu-Chen
    Contributors: 邱奕嘉
    葉思辰
    Yeh, Ssu-Chen
    Keywords: 動態能力
    轉型
    代工
    解決方案
    Dynamic capabilities theory
    Transformation
    ODM
    Solutions
    Date: 2025
    Issue Date: 2025-08-04 13:33:37 (UTC+8)
    Abstract: ODM製造企業近年面臨營運挑戰，需要回應來自應用導向場域與系統整合能力的市場期待與需求。本研究聚焦於企業如何在延續既有技術基礎的前提下，發展整合方案輸出能力與組織支援體系。面對技術複雜度升高與市場需求碎片化的趨勢，企業若欲提升價值貢獻與差異化能力，需重新配置原有資源，並建構支援場域應用導入的制度與組織機制。然而現有文獻對於代工企業如何從延續性的基礎上重構能力與組織以因應此一轉變，仍缺乏具體分析。
    本研究選擇台達電作為研究個案，分析其從模組製造導向轉向整合解決方案的轉型歷程。觀察企業如何調整原有模組技術的應用邏輯，並透過組織重組與制度化機制，建構跨部門協作與專案導向的營運模式，進而支援區域應用場域的整體方案交付。研究結論如下：
    1. 台達電以原有模組技術為基礎，透過標準化與整合設計，延伸技術應用至多樣場域，逐步發展出系統解決能力，呈現具延續性的轉型模式。
    2. 透過建立中介組織與跨部門制度，如策略管理委員會與解決方案辦公室，企業促進內部協作與知識整合，支撐資源重組與專案運作。
    3. 結合全球研發與區域支援網絡，企業建立在地交付與即時應變能力，使模組業務與方案導向業務得以併行，形成具彈性的營運架構。
    本研究指出，製造企業若能掌握原有產品之間的應用潛力，並同步發展跨部門協作與區域支援制度，便能在維持製造強項的同時，逐步建立解決方案導向的能力體系。台達電的轉型歷程為理解延續性轉型與動態能力演化提供實務觀察與理論補充，對同類型技術型企業具有參考價值。
    ODM manufacturers have recently faced operational challenges due to growing market expectations for system integration and application-oriented capabilities. This study examines how firms build solution delivery capacity and internal support mechanisms by extending existing technical foundations. Faced with growing technical complexity and fragmented demand, firms aiming to enhance value contribution must reconfigure existing resources and establish organizational mechanisms to support localized solution delivery. However, current research offers limited insight into how manufacturing firms restructure capabilities based on continuity rather than disruption.
    This study adopts Delta Electronics as a case study to examine its transformation from a module-focused manufacturer to an integrated solution provider. It explores how the firm extended the application of existing technologies through standardization and module recombination, while also establishing cross-functional coordination mechanisms and a project-oriented operating model to support regional delivery. Findings are as follows:
    1. Delta’s transformation was built on its modular foundation, gradually developing system-level capabilities through standardized integration, rather than breaking away from its existing base.
    2. The firm established intermediary organizations such as the Strategy Management Committee and Solution Management Office, promoting cross-functional collaboration and internal knowledge flow to enable capability reconfiguration.
    3. Through a global R&D network and regional support teams, Delta developed localized delivery and agile response capacity, allowing the company to maintain both module-based and solution-oriented operations.
    This research shows that manufacturing firms can evolve solution capabilities by building on existing strengths, rather than abandoning them. Delta’s case provides a reference for understanding path-dependent transformation and dynamic capability development in technology-intensive industries.
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    Description: 碩士
    國立政治大學
    科技管理與智慧財產研究所
    112364126
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0112364126
    Data Type: thesis
    Appears in Collections:[科技管理與智慧財產研究所] 學位論文

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