在目前快速改變市場環境中，中小企業經營因為資源有限如何因應市場及競爭
態勢的快速變化和科學技術應用不斷推陳出新的的考驗，及運用手上既有的資源加
以拼湊應對市場環境快速變化及競爭者所帶來的衝擊，如何提升公司組織的動態調
整能力，調適出每個階段當下最佳的創新的商業(經營)模式,是中小企業求生存和
求發展的重要課題與挑戰。
微型及小型企業和新創企業發展過程中因為公司規模不大資源有限，更需在企
業發展的不同階段對手邊既有資源進行盤點及創新資源策略運用和改變資源的認
知思維，重新審視企業內外具有的資源項目及內涵，充份利用和整合手邊僅有的資
源運用公司動態能力發揮最大綜效(例如：既有領域世界大廠,原有供應鍊,需求鍊,
關係網絡的價值鍊,樞紐槓桿支點重心移動轉化及公司核心能力核心價值重新定位
爭取價值鍊制高點運作等)，公司必需在不同時期階段運用一般人輕忽或認為無用
的資源不斷創造新的核心價值或以手邊有限的資源或能力發展學習新能力或換取
新資源，以動態能力彌補公司本身資源及能力的不足。
本研究從個案公司不同階段的策略運用說明在企業發展不同階段、以資源基礎、
資源拼湊的三大特性（包含手邊的資源、整合資源用於新的目的與將就）、動態能
力(程序,定位,路徑)探討個案公司在發展過程不同階段，中小企業為了追求生存與
成功因應資源限制和困乏，如何利用組織動態能力來拼湊手邊既有的資源以階段創
新能力的方式進行”商業經營模式”價值重心調整。 II -
本研究以一家智慧控制服務廠商作為個案研究對象，透過本研究者的参與觀察
與訪談的資料整理，觀察與分析公司的不同發展階段歷程，本研究發現個案公司，
在各階段充分利用手邊資源拼湊及動態能力管理來模組化新資源和新能力時，皆注
重多贏的商業原則，在展現或驗證核心動態能力後，掌握供應鍊及需求鍊雙方互補
性需要的關係，而建立生命共同體一般的協同運作模式，而開發出新資源與新能力，
進而達到組織的動態調整公司的經營模式，此模式可供其他組織對於發展組織動態
調整商業經營模式參考。

Due to the limited resources, small and medium enterprises (SMEs)

are facing challenges how to respond to the rapidly changing market and the

competitive situation, and to adapt to the innovation of the application of science

and technology. Furthermore, they have to employ resources on hand to reduce

the impact of rapid changes and competitors. To survive and to grow, it is crucial

for the SMEs to enhance their organization’s abilities to dynamically adjust to the

environment, and to develop the best contemporary innovative commercial model

in each stage.

In the development process of micro and small enterprises, or venture

companies, because of the size of the business and the limited resources, it is more

necessary for the entrepreneurs to renew their cognitive thinking to innovate the use

of resources strategies, to re-examine the internal and external resource items and

meanings, and to fully utilize and integrate the employment of resources at hand to

maximize the synergy of dynamic capabilities (e.g.: in collaboration with worldly

manufacturers in the field, the present supply chain and demand chain, the value

chain networks, the value of the hub, the mastery of the moves of the value fulcrum,

how to transform the company's core competences and core values ​​to reposition to

the commanding heights of the value chain in the lever operation, etc.) The company

must utilize generally overlooked or considered useless resources to constantly

recreate new core values ​​in different periods. In addition, it can develop new learning

abilities, or to exchange resources to actively make up for the lack of resources and

capacities of the company itself.

The case study examines a company from its establishment, exploring the use of

the company's growth strategy in different stages, and illustrates the properties of the

resource base and resource bricolage, including the application of existing resources,

the integration of resources for new purposes, and the resources for acceptance). It

also investigates how SMEs utilize dynamic capabilities (program, location and path)

to pursue survival and success in response to resource constraints and destitution, and

how to apply the dynamic capabilities of the organization to make good use of the

resources at hand in order to innovate and re-adjust the value pivot in the commercial

model, and gradually integrate or form its own business ecosystem.

Through observations, interviews, and data analysis of the intelligent control

services vendor, the researcher found that the case company fully utilizes the

resources on hand and manages to modular dynamic capabilities of new resources

and new capabilities with an emphasis on the multi-win business principle. After

the display and inspection of the core dynamic abilities, the researcher found the

company satisfies the complementary needs in the relationship between itself and the

supply chain and the relationship between itself and the demand chain, building a life

community, a general collaborative mode of operation, and develops new resources

and new capabilities, thus achieving the organization's dynamic adjustment of the

company's business model, which is valuable for other SMEs for further references.

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