轉型(organizational transformation)是管理領域中非常受關注的一個研究主題。儘管學者已經廣泛認識到管理組織變革的重要性，但很少有研究集中在（1）公司如何擺脫資源受限的環境以及（2）公司的主導業務邏輯如何變革。因此，本論文的目的是檢驗組織在資源受限的環境中的作用，如何進行資源拼湊(bricolage)，以及在此過程中如何制定組織常規(routines)以進行主導邏輯(dominant logic)轉換和相關的組織學習。首先，本文擴展了資源管理的視角，解釋了組織在資源受限的環境中的資源拼湊作用。其次，本研究擴展了Stiles等人的研究，機制定與常規應用到組織級的研究，並探索組織主導商務邏輯轉型的重要機制。具體而言，我們通過對兩家台灣ICT公司的轉型實踐的深入進行個案研究。本文提出了8種機制來擴展我們對組織變革的認識，包含有徵用(appropriation)機制、策略性配適(strategic fit)機制、靈巧拼湊 (ambidexterity) 機制、市場導向(market orientation)機制、策略相容性(compatibility)機制、企業敏捷(Agility)機制、商務和諧(Orchestration)校準機制與自主性控制 (Autonomy control) 機制。對於每種機制，確定其關鍵的管理活動，並討論相關的管理意涵及其未來的研究方向。

Transformation is a research topic that has received much attention in the field of management. Although scholars have widely recognized the importance of managing organizational transformation, few studies have focused on (1) how firm can escape from a resource constrained context and (2) how firm’s dominant business logic transform. Hence, the purpose of this dissertation is to examine the role of organizational bricolage in the resource constrained context and how organizational routines can be enacted for dominant logic transformation and the associated organizational learning in this process. Firstly, this dissertation extended the resource management perspective to explain the role of organizational bricolage in the resource constrained context. Secondly, this study extended Stiles et al.’s individual-level study method of enacting a schema and routines to incorporate the organizational level and explore the enactment of organizational routines for dominant business logic transformation. Specifically, we conducted our research through an in-depth case study of two Taiwanese ICT companies’ transformation practices. This dissertation proposes 8 mechanisms to extend our understanding of organizational transformation, including resource appropriation mechanism、strategic fit mechanism、resource ambidexterity mechanism、market orientation mechanism、strategic compatibility mechanism、organizational agility mechanism、business orchestration mechanism and autonomy control mechanism. For each mechanism, key managerial activities were identified and the implications of the lessons learned and its future research directions are also discussed.

中文部分
徐宗國譯（1997），「質性研究概論」，巨流，台北。
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