近年來，隨著全球化的趨勢、科技技術的進步和消費者需求的不斷變化，使得企業之間的競爭愈來愈激烈，經營環境面臨不確定的因素也不斷增加，因此企業若要在產業中生存，必須要具備隨時掌握和應變外在環境變化的能力，除此之外，企業若想要在產業中獲利，還必須想辦法累積和提升自身的競爭優勢，而當企業要在複雜多變的競爭環境中保持競爭優勢時，動態能力就成為其不可或缺的重要關鍵能力。
本研究透過動態能力的觀點，探討企業在發展的過程中如何慢慢累積和培養自身的競爭資源，進而增加競爭優勢。動態能力不只是指企業擁有動態適應環境的外部層面能力，也包括企業內部層面的動態運作，也就是説企業除了要能隨時應變、處理和預測外部風險外，企業內部還必須保持彈性，能夠快速的重新配置組織內部的資源來因應外部環境的變化，這樣內外部的配合，才能讓動態能力真正發揮作用。
企業在發展的過程中會經歷許多不同的階段，由成長到衰退後，可能又由衰退到成長，本研究以個案方式呈現國內電信服務業者由虧轉盈的轉折歷程，並將其發展過程劃分為不同的階段，觀察每個階段下企業動態能力的運作方式和其競爭資源的培養和累積，最後將轉折過程以「動態能力」和「競爭資源」兩個維度來呈現各階段內容，並從中解釋動態能力對企業競爭優勢的影響，供其他企業對於競爭策略發展之參考。

Recently, competitions among enterprises have become more and more fierce, and there are more and more uncertainties exist in the environment because of the tendency toward globalization, the rapid progress of science and technology, and the changeable needs of consumers .Therefore if enterprises want to survive in the industry, they need to have the competences to know well and deal with contingencies in the environment. Dynamic capabilities are the most indispensable capabilities when enterprises want to maintain their competitive advantages in the complicated and changeable environment.
The major purpose of this study is to discuss how enterprises increase their competitive advantages during the developing processes by the dynamic capabilities perspective. Dynamic capabilities represent enterprises can adapt to the external environment dynamically and how they arrange their internal resources dynamically. That is to say enterprises not only need to have the capabilities to deal with contingencies and forecast risks in external environment but also have to maintain flexibility in the organizations in order to adapt to the changeable environment. Dynamical capabilities can really take effect with external and internal coordination.
Besides, enterprises will experience different stages in their developing processes. This study is to discuss the turnaround process of a telecom service enterprise by using case study method, and then divide the process into several stages to observe how each stage works dynamically to adapt to the environment and to accumulate competitive resources. Finally, this study shows turnaround stages by two dimensions analysis, “dynamic capabilities” and “competitive resources”, and argues that how dynamic capabilities have influence on competitive advantages.

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