法國哲學家貝爾納提及「經驗乃智慧之父」，應用至組織發展，說明了企業所擁有的經驗對於決策有相當的重要性，動態能力成為組織不可或缺的關鍵能力，但現今環境的不確性加劇，動態能力中的路徑依賴將可能無法有效地解決外部環境的衝突，企業除了利用現有核心能力獲取競爭優勢外，更需要兼具開發未來機會以著眼未來市場，不斷地檢視企業所擁有的資源和能力，與環境做適當地重整與調配，確保企業擁有持續性競爭優勢以利在產業中生存，累積與提升競爭優勢的同時，維持短期深耕與長期發展兩者之間的平衡，動態能力與左右開弓能力的相互作用成為企業生存與發展的重要關鍵能力。
目前，臺灣以代工為生的廠商仍居多，除了受到市場削價競爭的挑戰外，近年來更面臨製造成本較低的大陸及新興國家崛起，使臺灣廠商處於競爭力衰退又無法有效進行轉型的窘境，而這些少數小而美且轉型自有品牌成功的案例就顯得重要，抽絲剝繭瞭解轉型的關鍵能力所在，本研究試圖探討組織為何可在動盪的環境中求得生存並擁有機會轉型？而企業又如何進行轉型？
本研究以個案呈現國內POS界始祖之轉型為自有品牌成功的過程，將發展過程分為OEM遵循、核心技術轉移、全球通路發展與商業生態系統建構四階段，以「動態能力」觀點來觀察個案之轉型過程，進一步分析企業之左右開弓能力如何進行現階段的成長與未來的準備，累積與提升競爭優勢的同時又達到平衡，最後，提出轉型後核心能力的重塑與網絡型態的改變，並歸納出一套「組織轉型之平衡機制」供其他欲採取轉型策略之代工企業作為參考依據。

"Experience is the father of wisdom."Shows that experience is very importance when enterprise decision. Dynamic Capability becomes an ability of indispensable key. But the uncertainty of environment increases, path dependence of Dynamic capabilities will probably can’t available to effectively resolve conflicts in the environment. In addition to obtain the competitive advantage by using core ability, even think about developing chance of future. Enterprise has to constantly examine the resource and ability, in response to environment make the appropriate adjustments. In order to exist that enterprise has to makes sure to have the sustainable competitive advantage in the industry. The short-term and long-term develop have to achieve balances when accumulation and enhance the competitive advantages. It’s important key to survive and development for enterprises that interation of Dynamic Capability and Ambidexterity Capability.
Currently, Taiwan's OEM manufacturers account for most. In addition to face the challenge of finance game, new nation with manufacturing cost lower more to grow in recent years. So that the competitiveness of Taiwanese manufacturers in recession and can not effectively transform. Those few case of successful transformation is important for other manufacturers that want to transform to have own brand. This study attempts to investigate why the organization can survive and own the new chance development in the environment?How to transform?
This research by case study shows that transformation process of the success with an ancestor of domestic POS sector. The transformation process is divided into four phases, OEM, the core ability transfer, global channel development and business ecosystem Construction. Apply to “Dynamic Capability” to observe the case of the transformation process, enterprise how to transform by ambidexterity capability in further analysis that accumulation with promote the competitive advantage at the same time reach the balance. At last, put forth the remoulding of core ability and the change of network pattern after transformation. And concludes, "Balancing Mechanisms of Organizational Transformation" as a reference the other OEM enterprise those want to take a transformation strategy.

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網站部分
1. 振樺電子股份有限公司http://www.posiflex.com.tw/zh-TW/Home/index
2. Business Next 數位時代http://www.bnext.com.tw
3. Stocker Partnershiphttp://www.stockerpartnership.com/
4. DIGTIMES科技商情http://www.digitimes.com.tw/tw/bizinfo/
5. 守護天使http://www.catalyst.com.tw/index.php

書目部分
1. 《再造宏碁：開創、成長與挑戰》（全新增訂版），施振榮著，林文玲採訪整理，天下文化2004年10月29日初版，ISBN 9864173774。
2. Sturken, M., Cartwright, L., & Sturken, M. (2001). Practices of looking: An introduction to visual culture (p. 385). Oxford: Oxford University Press.