第五章 結論
第三節 後續研究建議
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15%自由應用時間給予研發人才彈性的空間，並針對短期無法立竿見影的研究方向 給予較為寬鬆的時間甚至不與績效綁定。但僅有制度改變並非完善對策，其更需發 展組織「容錯」的文化，減輕研發人員在創新嘗試上的壓力，鼓勵「聰明犯錯」的 發生。
針對感應機會的能力而言，組織方面三星必須縮減層級，並徹底實施現場經 營，年輕化、汰換仍堅持過去硬體思維路徑的主管以因應快速變動的環境。在全球 化策略的部分，為避免總部型地域人才的發生，除了提升地域本社化的比率外，三 星必須擬定適當的監督機制降低在地訊息誤傳的發生。
第三節 後續研究建議
本研究過程中，雖力求學術理論之完善與企業實務相互呼應，但礙於無法直 接與韓國當地經營者對談，仍可能存在資料蒐集的深度與廣度之限制，同時亦因為 動態能力演進的相關議題較為新穎，因此提出以下數點尚待研究之方向，作為相關 議題有興趣之後續學者研究之建議。
一、 從個案的分析，可以得知三星新經營運動的階段性變革非常成功，尤其重視 新興市場累積實力的策略十分值得學習。但如同前面研究提到的，由於科技進 步使得外在環境的變動影響加快亦加劇，三星過往成功模式面臨轉型議題，三 星如何在保有品牌力的情況下透過變革度過難關，十分值得後續研究人員繼續 關注。
二、 本研究主要探討在動態能力的演進過程中，哪些微觀基礎的調整對績效表現 上的提升最為關鍵。而在研究中亦發現，現今的韓國財閥的發展路徑與三星的 路經十分相似，建議未來研究人員可以擴大範圍至韓國五大財閥交叉比對，找 出其成功模式共通之處，便可不局限於 IT 產業，推廣至各產業應用為台灣企業 做出更大的貢獻。
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