本研究旨在探討在銀行業經營出現獲利降低的狀況下，研究個案－臺灣企銀的相關因應策略，以及如何在百年的發展歷史下，達成建行初始的願景與價值，當中包含企業困境時，在既有的資源基礎下，其策略選擇、企業新創，以及企業成長策略之概念運用。

其次為瞭解：一、銀行業的資源運用；二、個案銀行組織敏捷性的資源運用能力與探索能力；三、在發掘內外在環境變革之後之服務新創策略；四、面對內部結構與外部結構的競爭策略如何與企業成長策略並行不悖，四者之間之關係，本研究將以擬定之訪談大綱，針對重要人士（key person）進行質性資料蒐集，除了進行質性資料之分析外，也將所獲得的分析結果，與次級文獻資料交相比對，個案分析研究結論如下：

1. 個案銀行為公股銀行，必須執行國家相關的金融政策，特別是扶植中小企業的相關責任。
2. 個案銀行為因應環境變遷發展創新服務策略，歷經數次調整而成現今之組織架構，更創各行庫之先，設立創新金融專案辦公室，專責辦理都更金融等業務。
3. 個案銀行為達成企業創新及創投產業，以主動積極的態度，整合各界資源，透過「融資+輔導」模式，協助中小企業因應「跨世代、跨領域、跨地域」（世代傳承創新轉型、國際化）的發展難題及融資挑戰。
4. 個案銀行為符合企業社會責任，展現在其業務推廣之上的慈善與社會責任的擔負，同時也力求將此信念融入企業組織，建立影響深遠的企業文化。

關鍵詞：組織敏捷性、資源基礎理論、個案研究法、深度訪談法
 

This research aims to explore the case study of Taiwan Business Bank, and its coping strategies within the condition of decreased profits in the banking industry. This research examines how Taiwan Business Bank achieves its initial visions and values within a hundred years of historical development. This includes its utilisation of concepts like strategy selection, corporate innovation and business growth in the face of limited resources and corporate hardships.
In addition, this research aims to understand 1) resource utilisation in banking industry; 2) the agile resource utilisation and exploration capabilities of Taiwan Business Bank; 3) innovative service strategies in changing internal and external environments; 4) simultaneous operation of both competitive strategies and corporate growth strategies. This research uses the relationship among these four components as the basis of the interview summary. By targeting key person, qualitative data collection will be analysed and compared with secondary data sources. The results of case study analysis research are listed below:

1. Taiwan Business Bank, as a government bank, must carry out relevant government financial policies, especially its responsibility to support small and medium enterprises (SMEs).
2. In order to develop innovative service strategies in response to changes in environment, Taiwan Business Bank has undergone several adjustments to form its current organisational structure. It is the first Taiwanese bank to set up an innovative financial project office to process urban renewal finances and other businesses.

3. In order to achieve corporate innovation and develop venture capital industry, Taiwan Business Bank takes an enthusiastic attitude in integrating the resources of all sectors through the 'financing + counselling' model. This model assists small and medium enterprises (SMEs) that are facing developing problems and financing challenges, through 'cross-generational, cross-disciplinary, and cross-regional’ (innovative generational transformation and globalisation) approaches.
4. In accordance with Corporate Social Responsibility (CSR), Taiwan Business Bank demonstrates its philanthropy and social accountability on business promotion. Meanwhile, Taiwan Business Bank strives to integrate this belief into its corporate organisation and build a far-reaching corporate culture.

Keywords: organizational agility, resource-based theory, case study method, depth interview method

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