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| 題名: | 旅行社後疫情時代之動態能力分析
Post Pandemic Case Analysis of a Travel Agency under the Dynamic Capabilities Framework |
| 作者: | 艾康瑋
Ai, Kang-Wei |
| 貢獻者: | 洪為璽
Hung, Wei-Hsi
艾康瑋
Ai, Kang-Wei |
| 關鍵詞: | 動態能力
商業模式九宮格
旅行社
疫情衝擊
數位轉型
中型企業
Dynamic capabilities
Business Model Canvas
travel agency
COVID -19 impact
digital transformation
mid-sized enterprises |
| 日期: | 2025 |
| 上傳時間: | 2025-08-04 13:47:51 (UTC+8) |
| 摘要: | 本研究旨在探討台灣中型旅行社在後疫情時代面對高度環境不確定性與產業結構變動時，如何透過動態能力的運作機制，成功完成策略轉型並維持組織韌性與市場競爭力。研究以S旅行社作為個案，採用質性個案研究法，輔以文獻探討與商業模式九宮格（Business Model Canvas）架構，從動態能力三構面——感知（Sensing）、掌握（Seizing）、轉化（Transforming）——切入，分析該公司在疫情衝擊下之應變策略與轉型歷程，並進一步探討商業模式與動態能力間之互動關係。
在資料來源方面，本研究進行共計4場深度訪談，訪談對象為S旅行社5位高階主管，包括總經理與業務、行銷、產品部門負責人。每場訪談時間約為60至90分鐘，總計蒐集超過30,000字的逐字稿。此外，為強化資料的多元性與佐證性，本研究亦蒐集共100篇相關二手資料，包含企業官網說明、社群媒體內容、旅遊業新聞報導與產業研究報告等，並以「旅行社」、「疫情」、「數位轉型」、「國旅趨勢」等為主要關鍵字進行網路搜尋與篩選，作為佐證與補充分析基礎。
在組織層面，S旅行社透過建立跨部門快速決策機制、提升內部溝通效率，並賦能第一線業務人員進行角色轉型（如個人品牌化、內容創作），展現出高度轉化能力，得以重構內部流程與組織架構，強化企業彈性。公司亦因應疫後消費者對安全、彈性與深度體驗之需求，調整其價值主張與產品設計，推出小團制、在地深度遊、高安全保障與靈活退改政策等旅遊商品，成功建構差異化優勢並鞏固既有客群黏著度。
研究發現，COVID-19疫情雖對整體旅遊業帶來嚴重衝擊，使傳統的實體銷售與出境旅遊營運機制幾近全面停擺，卻也反向促使S旅行社重新檢視其營運模式的可持續性與敏捷性。該公司展現出高度的感知能力，能及時洞察消費者偏好轉變、旅遊需求分眾化與數位渠道興起等趨勢，進而掌握關鍵時機，迅速導入線上預訂系統、自媒體經營與社群行銷機制，改變原有以實體通路為主之銷售策略，提升顧客觸及率與品牌互動強度。
本研究不僅補足旅遊產業中型企業在動態能力理論應用上的學術研究缺口，亦具體呈現動態能力與商業模式間的互動如何協助企業在高度動盪環境中重建競爭優勢。研究結果對於其他中小型服務業者，特別是在面臨類似高衝擊危機（如疫情、地緣政治、氣候災害）時，如何釐清組織定位、強化感知能力、靈活整合資源與推動數位轉型，具有高度參考與借鏡價值。未來研究可進一步延伸至跨國中型旅行業者的比較分析，或納入量化方法以驗證動態能力指標與績效之關聯性，從而豐富相關理論之實證基礎，並提供更具廣度與深度的管理建議
This study explores how a mid-sized travel agency in Taiwan (S Travel) adapted to high environmental uncertainty and industry shifts in the post-COVID era through dynamic capabilities. Using a qualitative case study approach and the Business Model Canvas, the research analyzes S Travel’s strategic transformation across three dimensions of dynamic capability: sensing, seizing, and transforming.
Data was collected through four in-depth interviews with five senior managers, covering the company’s founding, pandemic responses, and post-pandemic transformation. Over 30,000 words of transcripts were collected. Besides, this study is analyzed and supplemented by 100 secondary sources such as official websites, social media content, news articles, and industry reports.
S Travel enhanced internal communication and decision-making, empowered frontline staff to adopt new roles (e.g., personal branding, content creation), and redesigned its product offerings to meet evolving customer needs—such as small group tours, local experiences, flexible bookings, and high safety standards.
The findings show that while COVID-19 disrupted traditional operations, it also pushed the company to rethink sustainability and agility. By sensing market trends like digital channels and shifting preferences, S Travel adopted online booking systems, social media marketing, and diversified its customer engagement.
This study contributes to the application of dynamic capability theory in mid-sized tourism firms and demonstrates how its interaction with business models can help organizations rebuild competitiveness during crises. The insights offer valuable references for other SMEs facing major disruptions. Future research could compare international cases or apply quantitative methods to further validate findings. |
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| 描述: | 碩士
國立政治大學
企業管理研究所(MBA學位學程)
112363083 |
| 資料來源: | http://thesis.lib.nccu.edu.tw/record/#G0112363083 |
| 資料類型: | thesis |
| 顯示於類別: | [企業管理研究所（MBA學位學程）] 學位論文
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