全球趨勢不斷改變，市場需求也隨之變動，過去台灣優異的代工生產能力享譽國際，為台灣帶來許多商業機會，然而，依賴國際市場的台灣，隨著產業快速發展，造成全球化的競爭壓力不斷提高，對台灣的代工產業造成極大的影響，使之遭受市場威脅，為了避免失去市場地位，傳統代工產業如何尋找利基市場創造高附加價值的技術與產品以提升競爭能力，是台灣代工廠商重要的議題之一。
本研究以質化研究的個案研究方法對一家傳統的代工電子廠商—大賀智聯網進行研究及分析。觀察現實實務中，組織進行轉型時，應該如何改變其策略，以及如何突破低附加價值的領域來因應市場挑戰，並觀察組織如何轉換內部習慣的管理模式，同時與外部市場保持良好的互動，以提升組織能力獲取更多商業機會。
本研究分成兩個分析階段，接著探討組織如何設計策略並且分析，以管理控制系統四大子系統(診斷控制系統、信念系統、邊界系統、互動控制系統)探討組織內部管理機制的轉變，以及運用社會資本三構面(結構面、認知面、關係面)探討組織外部關係網絡的互動結果，並以策略契合理論分析組織策略成效，最後透過動態能力三構面(流程、定位、路徑)探討組織如何快速調整內部和外部資源條件，使組織轉型策略能夠貼近市場需求以提升競爭能力，持續生存下去，最後整理一套「組織轉型之架構」，作為企業轉型之參考依據。

Global trends changes and market demands change constantly. In the past, Taiwan’s excellent Original Equipment Manufacturer(OEM) capability has gained an international reputation and has brought many business opportunities. However, the competitive pressures of globalization continue to increase with the rapid development of the industry. It has a great impact on Taiwan’s OEM industry, which is highly dependent on the international market and is threatened by the market. In order to avoid losing market position, Taiwan’s OEM industry has an important issue: How does the traditional OEM industry find niche markets and create high value-added technologies and products to enhance competitive abilities?
This thesis is a case study of a traditional OEM electronics manufacturer through the method of Qualitative Research. This case observes that the organization how to change its strategies when transforming in real practice and how to break through low value-added areas in response to market challenges. This case also observes how the organization manages the internal habits of the management model while maintaining good interaction with the external market to enhance organizational capabilities and obtain more business opportunities.
This thesis divides the process into two stages and then discusses how the organization designs strategies and analyzes them. The analysis process has four main parts. To begin with, the four subsystems of management control systems(Diagnostic Control Systems、Beliefs Systems、Boundary Systems、Interactive Control Systems) explore the change of internal management mechanism. Then, the three dimensions of social capital(Structural Dimension、Cognitive Dimension、Relational Dimension) explore the interactive results of the external relational network. Furthermore, the strategy fit analyzes the strategic effectiveness of the organization. Finally, the three aspects of dynamic capability(Processes、Positions、Paths) explore how the organization adjusts internal and external resources. So that the transformation strategy of the organization can meet the market demand to enhance competitiveness and continue to survive. At the end of this thesis, organize a set of “the framework of organizational transformation” as a reference for other companies’ transformation.

中文部分
1. 洪吉維，2008，從社會資本觀點探討跨組織知識整合機制—以企業數位權限管理系統服務商為例，國立台灣科技大學資訊管理研究所碩士班論文.
2. 張盈禎，2017，創新資訊服務發展歷程—以意藍科技OPVIEW為例，國立台灣科技大學資訊管理研究所碩士班論文.
3. 許世函、陳素芳，2015，從創新與研發中獲利代工不落伍隱形冠軍默默賺，國際商情第385期，2015/08。
4. 陳向明，2002，社會科學質的研究，五南圖書出版股份有限公司。
5. 黃振皓，2016，組織轉型之主導邏輯轉換及跨界管理—以神基科技為例，國立台灣科技大學資訊管理研究所碩士班論文.
6. 賴旺聲，2010，台灣代工產業全球競爭力之探討：以電子產業為例，國立中正大學管理學院高階主管管理研究所碩士班論文.
7. 謝佩珊，2010，從社會資本觀點探討資訊產品發展策略—以資訊服務廠商為例，國立台灣科技大學資訊管理研究所碩士班論文.

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網站部分
1. 大賀智聯網股份有限公司 http://www.ohga.com.tw/
2. 台灣亞太產業分析專業協進會http://www.apiaa.org.tw/information_show.php?pid=5&sid=14&id=504
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