近年來有不斷增加的學術研究開始探討及檢視動態能力在組織的變革與挑戰上所扮演的角色，其基本的假設為公司若能更有效的整合、建置及重新配置公司內部及外部的資源，將可以在不斷快速變動的商業環境中獲得競爭的優勢。過去以資源動態諧和理論為架構之動態能力研究及發展方向大都針對大型且具規模企業、國際市場上的跨國企業或是單一新創公司進行探討。本研究的目標則是透過分析兩家新創企業運用資源動態諧和理論管理資源之過程來進一步探討動態能力對不同類型新創企業發展所產生的影響。藉由對兩家個案公司的比較，深入解析不同類型之新創企業如何運用資源動態諧和理論對不同的核心資源進行管理。
希冀透過本研究的引導，能夠有助於建立相關研究領域的新知識，並能對新創企業的動態能力有更深入的了解。

There has been an increasing amount of studies examining the role of dynamic capability in response to the organizational challenges and changes. The underlying assumption is that firms can better integrate, build, and reconfigure internal and external capabilities may obtain competitive advantage in volatile environments. The literature on dynamic capabilities with resource orchestration framework has primarily been focused on large and established firms, and multinational firms in global markets. In this research, we aim to further explore dynamic capabilities in two specific new ventures with particular focus on resource orchestration. Through the analysis and comparison of these two case companies, we can understand how different new ventures manage different kind of resources in different with resource orchestration.
By addressing this issue, we may contribute new knowledge to the area of research aiming to understand dynamic capability of new venture.

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