第二節 第二節、 、 、 、 管理意涵 管理意涵 管理意涵 管理意涵
以往公司經營多遵守資源基礎的準則，即圍繞著自身擁有的資產或專 業發展，然而在現今科技日新月異、消費者需求轉換快速的時代中，整體 產業環境更迭的速率已加快許多，若只是固守既有的能力，而不去延伸、
突破，有朝一日可能會被超越甚至淘汰，因此，動態能力的觀點應運而生，
鼓勵企業應化靜態為動態，與其盼望自身已擁有的能力可以安穩地渡過環 境中的不變，還不如訓練自己培養彈性和新的能力去適應環境中的變，以 更積極、主動的方式去回應外界的變化。
動態能力有很多面向，本研究將之分為產品、市場、流程三種，而養 成動態能力也有很多種途徑，其中創業導向與策略彈性在某些情況下，可 以發揮裡應外合的互補功用，創業導向讓公司盡量不囿於過去保守的思考 與行為模式，鼓勵以主動、創新、冒險的精神去開創新的可能，策略彈性 則確保公司能隨時注意周遭變化，適時去修正內部的運作細節甚至策略方 向。產品是一家公司換取資金流入的命脈，但單一產品的生命週期有限，
顧客的需求也不盡相同，一來要持續接收消費端的資訊，在適當的時機對 產品進行微調或改造，二來要掌握競爭對手的動作，像是推出何種產品、
進入哪個市場、是否會實質地威脅到自身的影響力等等，並敏銳地觀察時 勢，在適當時機推出創新、革命性的產品；在此同時，內部運作的步調也 要能相互搭配，不僅是營運部門在溝通協調上要能有足夠的彈性，製造部 門也要在生產製造上有足夠的彈性，以確保在任何突發的時刻都能迅速供 應品質優良的產品。
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然而，在透過創業導向與策略彈性來培養公司動態能力的同時，也 要留心一些事項，第一，了解所有事物一體兩面的特性，例如動態能力 包含了創新、主動、冒險等元素，有些時候也可能產生負面影響，例如 勇於冒險增加了開創新事業的機會，帶也同時增添營運的風險，一旦失 敗時將付出巨額的成本，而策略彈性的優點是可迎合外界細微的變化來 調整內部運作，但如此也意味著較低的承諾意願，可能因為策略過於頻 繁的調動而使產出低落。
第二，不同對象所需側重的部分不盡相同，就如同本研究的修改後 模型是分別針對 OEM、ODM、OBM 三類公司進行分析，對於 OEM 與 ODM 型的廠商而言，如果在各類資源相對有限的情況下，應盡可能去培養流 程方面的動態能力，而對於經營自有品牌的公司，則應將主力放在市場 動態能力上，以其收最大之效益。
第三，培養動態能力固然重要，它仍然存在一些缺點，例如動態能 力仰賴企業整體的合作，因此受影響的範圍也會是整體，且在時間方面 通常需耗費較久，過短的期間其實無法看到明顯的效果，因此企業的營 運者必須明白，培養動態能力並不是組織回應外界變化的唯一方式，其 他尚有成立特別小組的專案式解決法，當內部改造成本高、市場前景不 明等情況下，如此所得到的成本效益可能還較高。因此，經理人唯有先 清楚審視自身與外界外境，客觀做出最合宜的決策，不一味固守或迷信 動態能力，才能真正在對的方法上發揮功效，帶來企業整體的最大利益。
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第三節 第三節
第三節 第三節、 、 、 、 研究 研究 研究 研究限制與未來研究方向 限制與未來研究方向 限制與未來研究方向 限制與未來研究方向
本研究針對現今熱門的動態能力議題，嘗試去補足關於動態能力前因 研究不足的部分，並證明創業導向、策略彈性、以及特定情境下的兩者交 互作用，的確為動態能力之前因；然而基於條件上的限制，本研究亦有不 足之處，將在下列各段敘述，以提供未來研究者加強的方向。
第一是樣本資料的限制。本研究的資料庫樣本皆為電子公司，但其所 屬的產業分度相當廣泛，甚至包含化學與生技，其他樣本則集中在電子資 訊類的零組件廠商上，在樣本過於集中特定族群的情況下，可能會產生偏 誤的結果，因此希望後續研究能盡可能取得樣本分布上的平衡，或直接針 對特定產業進行分析。
第二是針對不同情境進行測試。在本篇中曾說明創業導向包含許多面 向，其中主動性對處於產業勃興階段的廠商為一大助益，但對處在成熟市 場的廠商而言，主動性的重要性降低，取而代之的是回應競爭對手的競爭 進取性，因此，在不同的情境下應強調不同的著力點；相同的道理，回應 市場劇烈變動為動態能力定義中重要的一部分，但我們無法確保只有在環 境變動之際才需要動態能力，或許在變動速度慢的產業中，仍然需要養成 動態能力，只是貢獻程度的高低有所差異。
最後，應該有更多動態能力的前因是未被發掘的。按照本文對過去曾 提過的前因分類，分別是實體或虛擬資產、機制或過程，以及行為意圖，
截至目前對前因的研究，大多屬於第一類，第二、三類的部分尚待發覺；
期待未來學者能持續補足這方面的研究，協助不同企業了解在培養動態能 力時，應分別加強哪些部分，以收取更好的效益。
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第七章 第七章
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