組織，尤其是家族企業，面臨著適應迅速變化的世界的挑戰。家族企業的特點包含其傳承給未來世代的長期營運目標，並平衡其商業和家族系統，而當環境變得越來越不可預測時，這一挑戰變得更加困難。如COVID-19迫使企業在沒有準備的情況下對新的生活方式做出反應和適應，這使得家族企業克服不確定性和時間壓力愈趨重要。
家族企業與其他傳統企業存在差異，因為它們大多是在沒有專業協助的情況下建立的。此外，他們更關注公司是否能夠在其他家庭成員準備好承擔責任之前生存下去；換句話說，長期視角對於家族企業至關重要。在獲利和產生社會影響之間，家族企業在商業決策上相對更注重後者－非經濟目標。然而，環境變得越來越難以預測和準備，這使得家族企業重新思考他們的營運方針，開始更多地考慮短期生存策略。過去，組織雙元性被用來應對平衡兩種對立觀點。然而，在這個動態環境下，本研究認為原本的雙元性策略可能不足以應對。因此，在面對更加難以預測的的困難時，本研究討論了不同形式的雙重能力以解決對立力量的平衡。本研究採用質性方法，以研究家族企業如何在充滿挑戰的時代中同時把握有價值的商業機會和提高內部運作效率，實現長期運營。
本研究以新東陽股份有限公司作為例子，分析了該企業在不同危機中實現不同形式的雙元性策略。通過分析該企業的雙元性策略，本研究提出了一個框架作為其他家族企業在各種程度的緊迫和不確定性情況下有效平衡短期和長期目標的參考。

Organizations, particularly family firms, face the challenge of adapting to the rapidly changing world. Family firms, with their long-term perspective of passing down legacies to future generations, have always struggled to balance their business and family systems, which becomes even more difficult as the environment becomes increasingly unpredictable. For instance, the COVID-19 pandemic forced enterprises to react and adapt to a new way of living without preparation, making it more critical for family firms to overcome the pressure of uncertainty and time.
Family firms have their differences opposing other traditional businesses because they are mostly built without professional assistance. Also, they put more focus on whether the company can survive until other family members are ready to take on the responsibility; in other words, long-term perspectives are critical to family firms. Between making profits and making social impacts, family firms make business decisions relatively more on the latter, which represents non-economic goals. However, the environment becomes harder and harder to predict and prepare for, which makes family firms rethink their approach to doing business and start to give more thought to the short-term survival strategy. In the past, organizational ambidexterity has been addressing the difficulties in balancing the two opposing perspectives. However, it may not be enough to counter this dynamic environment. Thus, different forms of ambidexterity are discussed to address the balance of opposing forces when the obstacles become more difficult to foresee. This study employs a qualitative approach to examine how family firms can achieve long-term operation in challenging times by seizing valuable opportunities and enhancing internal operative efficiency simultaneously.
The study uses Hsin Tung Yang, one of the largest food processing family firms, as an example to analyze how it achieved different forms of ambidexterity in different crises. By analyzing the firm's ambidextrous strategies, this study proposes a framework as a reference for other family firms to balance short-term and long-term goals effectively under circumstances with various levels of urgency and uncertainty.

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