本研究探討企業長期發展之各階段轉型變革間彼此動態關係的歷程。以一家台灣企業石化公司為個案對象，追蹤其過去三十九年（1965年∼2003年）公司整體成長與變革關係發展歷程，並運用紮根理論研究方法來做資料分析。本研究以各變革階段之行動與互動為起始觀點，分析與討論變革條件的各種跡象之動態演化。藉由個案公司中變革動態的歷程建立，探討企業在因應環境快速變遷之特性而採取必要之轉型策略時，有那些關鍵因素會促使企業轉型，期望能為企業變革提供研究參考。

為了重建個案公司的歷史，本研究針對資深高階主管深入訪談七人次，並以紮根理論研究法，歸納出個案組織在貫時性環境中，如何形成及執行其適當的組織轉型策略，以及核心技術對企產轉型的影響。研究結果發現，個案公司的三次企業轉型，均在高分子核心技術的基礎上，透過研發能力、組織型態、經營策略及組織文化等的變革與互動關係並結合主流產業的外在環境因素，建構了以核心技術能力的企業轉型模式。而這些轉型的過程中，經營者具有看到公司成長需求以及產業環境變遷的認知能力、組織跟隨所處環境轉變，構成組織轉型的外部動力、組織的學習、事業部彈性組織結構、研究所的資訊轉換角色及核心技術連結機會與能力等因素，也影響個案公司企業轉型的結果。

研究中亦發現，企業核心技術能力與企業轉型的連結性，所以企業應培養及辨識自身具備的核心技術能力，再依循本身的能力定位，認清組織特性而量身打造一套適合自己的轉型策略，並將改變視為正常狀態，並且納入企業組織流程運作，以形成企業組織文化。

This thesis is a case study about the transformation processes for a petrochemical corporation in Taiwan during the last thirty-nine years (1965~2003). We adopted the Grounded theory as the research method to probe the relationships between growth and change for the case company. We had several interviews with senior managers. In addition, the public reports about the company are also collected, such as news and financial analyses on newspapers or journals.

There have been four phases of company development that are divided by three changes. According to the findings in this research, it is concluded that most of the transformation or change decisions were based on the core competence. Therefore, the R&D capabilities that have been much emphasized by the company provide the speed and flexibility for the company to adapt the industrial dynamics. Another important factor is the vision of the executive managers. They make good decisions because they foresee the company needs for the growth associated with the environmental changes.

Finally, we have found that the core technical competence plays the essential role for the corporate transformation. Enterprises should well recognize their cores and then develop proper business strategies. They should plan for changes and incorporate them into organizational process to establish a company’s culture

第一章 緒論1
第一節、研究背景1
第二節、研究動機2
第三節、研究目的2
第四節、預期成果3第
五節、研究流程3第六節、論文結構5

第二章 文獻探討6
第一節、組織變革6
一、組織變革的歷程7
二、組織變革的定義8
三、組織變革的理論10
第二節 核心能力（CORE COMPETENCE）16
一、核心能力的概念16
二、核心能力的定義16
三、核心能力的種類19
四、核心能力導出模式22第

三章 研究方法25
第一節、紮根理論方法25
一、開放編碼26
二、主軸編碼26
三、選擇編碼27
四、歷程編碼27
第二節、研究方法29
一、研究設計29
二、資料蒐集30
第三節、研究過程33
一、研究經過33
二、資料分析過程33
第四節、研究評價與研究限制40
一、研究限制40
二、研究評價41

第四章 個案公司歷程42
第一節、個案公司發展沿革42
一、公司一般概況42
二、主要產品簡介48
三、公司發展沿革50
第二節、產業環境60
一、國內產業發展狀況60
二、市場概況65第

五章、資料分析與探討67
第一節、核心技術與轉型關係67第
二節、企業轉型演變關係71
一、組織型態的轉變71
二、技術能力因素72
三、產品市場78
四、人力資源79
五、經營管理策略80
六、策略聯盟84
七、組織文化87
八、小結90

第六章 結論與建議95
第一節 研究結論95
一、經營者具備依賴策略認知能力95
二、組織跟隨所處環境轉變95
三、產生組織的學習96
四、事業部型態的彈性組織結構96
五、研究所的資訊轉換角色96
六、核心技術連結機會與能力97
第二節 後續研究建議97
一、對企業界的建議97
二、對後續研究者的建議98

參考文獻100
中文100
英文101
附錄一 開放性編碼（open coding）程序106
附錄二 主軸編碼程序107
附錄三 主軸譯碼（axial coding）典範模型108
附錄四 選擇性編碼（selective coding）程序109
附錄五 屬性及面向分析110
附錄六 類別與意義115
附錄七 轉型主軸譯碼典範模型121

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