T世科為資訊服務產業系統整合廠商，在業界居領導地位，代理銷售世界知名品牌電腦通訊產品、提供產品建置維護及軟硬體系統整合服務近30年。Brad為T世科客戶服務事業處最高主管，在發現事業處近五年業績在營收毛利皆無法成長之下，思考該如何帶領團隊突破停滯不前的營收毛利，評估考量如何訂定新的成長策略。在訂定新的成長策略-物聯網解決方案，期許在新的市場新的產品中，能有新的動能來增加營收，進而也可以為原本服務收入帶來收益。策略確定後，Brad當前該要做的是如何儘快將專案團隊形成，當專案成案時，要用怎樣方式讓新的專案團隊快速成長累積經驗，以及專案團隊這幾年執行專案過程遇到困難適時調整去因應問題點。最後如何與客戶、原廠互相成長形成共同鏈，共同讓專案順利推動進行，以達到三贏的局面。
本論文讓學員瞭解在擔任決策者角色時，面臨環境的威脅挑戰，策略方針該以哪些面向去分析定義，如何找到相對應的成長策略選擇。以及為了如何在策略執行初期不要花費太多支出減少成本壓力，盤點運用手上現成的資源來快速支持實現策略運行。在面對專案執行時專案團隊如何做中學、學中做，同時利用資源與探索累積經驗，快速反應修正其策略模式，評估現行組織有無需要調整的地方。最後要實現客戶、原廠與公司之間互相協助共同成長，共創價值。
本論文採用哈佛式個案撰寫法，包含個案本文及教師參考手冊兩部份，教師手冊對個案中的討論內容做詳細說明，主要議題有成長策略、資源拼湊、組織靈巧性、價值共創，分別就文獻學說及個案分析做整理，以期達到理論與實務相結合之目的。

T-Shike is a system integration manufacturer in the information service industry, and is a leader in the industry. It's an agent for selling world-famous brand computer communication products and providing product construction and maintenance. It also provides software and hardware system integration services for almost 30 years. Brad is the top executive of the customer service business department of T-Shike. After discovering the performance of business department in the past five years has not been able to grow in revenue gross profit, he considers how to lead the team to break through the stagnation and how to develop new growth strategy. In developing a new growth strategy of the solution in Internet of Things, it is expected that new product can be energy to increase revenue in new market, and also brings revenue to the original service. After the strategy is determined, what Brad should do is organizing the project team as soon as possible. When the project is established, how he can let the new project team grow quickly and accumulate experience. And the project team adjust to the difficulties in implementing the project in recent years. Finally, the team grow up with customers and original factories to make a common chain to jointly promote the project to achieve a win-win situation.
This thesis allows students to understand how to analyze and define the aspect of strategic policy, and how to find the corresponding growth strategy when they assume the role of decision-makers and face the threats. They would also know how to avoid spending too much money for reducing the cost pressure in the early stage of strategy implementation, and use the available resources to quickly support the implementation of the strategy. Project team can learn and work simultaneously in the face of project implementation. At the same time, they can use resources and explore to accumulate experience, and quickly modify its strategic model, and assess whether the current organization needs to be adjusted. Finally, it realizes mutual assistance and mutual growth between customers, original factories and companies, and create value together.
This thesis adopts Harvard Case Writing Method, including two parts: case text and teacher manual. The teacher manual describes the discussion contents in the case in detail. The main topics are Growth Strategy, Resources Bricolage, Organizational Ambidexterity, and Value Co-creation. It uses the literature theory and case analysis to achieve the purpose of combining thetry and practice.

中文文獻
[1]謝如梅 Ru-Mei Hsieh ,莊為傑 Wei-Chieh Chuang,方世杰 Shih-Chieh Fang (2011). 資源拼湊、創業經驗與新事業機會之初探性研究：社會網絡觀點 441-453
[2]翁順裕 (2015). 擺盪在技術的深耕與探索之間：雙元性組織
[3]李宗裕 (2015). 市場資訊不完整對決策之影響-以家登精密2吋晶舟盒產品為例 42-43
[4]Du, Lee, Chou and Fang (2017).「（創）串新」的服務模式：以價值共創觀點探索尚品宅配的服務流程與本質」
[5]Du, Lee, Chou and Fang (2017). 價值共創策略思維的五步驟

英文文獻
[1]Otto Andersena, Low Suat Kheamb(1998) Resource-based theory and international growth strategies: an exploratory study,169-170
[2]Baker, T., & Nelson, R. E. (2005). Creating Something from Nothing: Resource Construction through Entrepreneurial Bricolage. Administrative Science Quarterly, 50(3), 329-366.
[3]Duncan, R. B. (1976). The ambidextrous organization: Designing dual structures for innovation, The management of organization, 1:167–188
[4]March, J.G., (1991). Exploration and exploitation in organizational learning. Organization Science, 2, 71–87.
[5]Ramirez, R. 1999. Value co-production: Intellectual origins and implications for practice and research, Strategic Management Journal, 20(1): 49-65.