在這個快速變遷的產業環境中，企業須不斷的尋求創新途徑，以維持競爭優勢，而組織在維持營運時，皆須於代表尋求機會之「探索活動」與尋求優勢之「利用活動」兩者間取得平衡，但可能因資源分配不均、人才能力限制、組織規模等導致平衡失調，使組織產生危機。多數新創事業往往會選擇致力研發新技術、新產品的路，將初始資源全部投入，此種「孤注一擲」的作法易使新創事業於收穫成果前即耗盡資源、宣告失敗。因此有許多學者結合創業與策略的理論提出「策略創業」的觀點，主張創業需兼顧探索與利用兩活動，進而建立「雙元性組織」。本研究以單一個案研究法，將個案內容以「雙元模式」的理論架構來說明「雙軌並行」策略，深入探討個案公司於創業初期時，採用該策略兼顧探索與利用活動之情況，協助組織達成創業目標。並於結論提出此策略對於新創事業的優缺點，在致力研發新產品的同時也能運用自身優勢帶入資源，讓新創事業有雙面的發展方向，以便分散風險、達成創業目標，提供新創事業另一種創業模式的選擇。

Firms seek innovations to maintain their competitive advantages in the fluctuating environments of industries. Also, they have to keep the balance between two crucial activities: One is exploration, standing for seeking opportunities, and the other is exploitation, representing seeking advantages. Firms, however, may fail to keep such balance due to limited resources, inadequate human resources, or organization scale. Some new ventures will commit all resources into developing new technologies or products. In these cases, it is easy to fail because new ventures may deplete all its resources before the technologies or products are successfully developed and profitable. Therefore, many researchers announced “Strategic Entrepreneurship”, a combination of strategy and entrepreneurship. Strategic entrepreneurship indicates that new ventures ought to construct “Ambidextrous Organization” by giving considerations to both exploration and exploitation simultaneously. This paper implements the single case study method, analyzing the case with Ambidexterity framework. We scrutinize the start-up stage of the case company which applied the strategy mentioned above. In conclusion, this paper specifies the pros and cons of ambidextrous strategy. To diversify risks and achieve the entrepreneurship goals, the strategy features developing new products and bringing in resources with firms’ own advantages simultaneously, which affords new ventures a novel choice of starting an enterprise.

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