每一個組織所處的情境不同，也使得他們對環境的解釋亦有所不同，進而影響其採用的策略行動。本研究為探討企業在轉型上，面臨環境變化時，習於過去的企業在面臨本身體質不佳時，能否藉由企業學習來幫助企業轉型，在具轉型時機中，基於中小企業常面臨資源上不足之苦，要做出比其他企業更長遠的決策見解，通常無法周延，也略遜於較有規模的企業，但也由於中小企業習於冒險的精神以及具較彈性的組織個體，故常會因為短促的機會造訪，便做出積極大膽的策略。

企業的學習不只是改善組織效能，而是更具動力，洞悉機會，掌握資源，積極的將組織推向另一高峰，藉此也大致可推得企業學習在企業轉型上的影響，存在一個必然的關係。但在一般的中小企業看來，學習只是企業永續發展一個必備的工具，知識的吸收、創造、累積、擴散等都是每一家企業必須做的事，只是方法上、程度上有所差異，而這些差異就形成了組織能力的差異，進而影響企業在轉型上不論是發現機會或是機會的掌握還是促進企業轉型流暢等。本研究將企業學習與企業轉型之間的關係，利用組織能力分析出關連性，藉此本研究為進一步深入探討，故將組織能力再區分為四大構面：策略性能耐、組織設計、人力資源管理以及領導者。

本研究發現，學習會影響本研究所設計的四項組織能力，尤其以策略性能耐和領導者對於轉型更有直接性及重要性的影響，故當企業愈強調學習時，會促使組織能力內原素互相影響而使得組織的能力愈佳，而當組織能力愈強時，企業所能掌握轉型的機會就會愈多，而且愈能加速企業轉型。

Every enterprise faces various situations in different environments, which influences how they explain the environment and the strategies that they take. This research focuses on exploring the transformational strategies and puts emphases on discussing whether enterprises can transform by their learning when they used to be in the poor situations, while facing the dynamic environment. In the chance of transformation, the Taiwan’s small and medium enterprises (TSME) lacked resources which can support them to do more. Due to rapidly changing conditions and the increasing pressure from the global competition, TSME are harder to make more a comprehensive decision than other enterprises which have great resources and big scales. However, they might get a chance to make a confidential decision for their adventure and flexibility.

The organizational learning not only improves the efficiency but also presents more chances to find out the opportunities and resources to make the enterprises grow rapidly. It is an access to the constant development for enterprises. The absorbing, creating, cumulating and diffusing of knowledge are the ways that every enterprise has to do, but we could see the differences within its method and degrees. These differences would be crucial for these organizational abilities. Furthermore, it would influence the chances they got or affluence the organizational transformation. The research was interested in the relation between organizational learning and organization transformation by analyzing organizational abilities. We divide organizational abilities into four dimensions: strategic competence, organization design, human resource management and leader.

The research finds that learning will influence four organizational abilities which we designed, especially the strategic ability and leader, which got a direct and crucial effect on organizational transformations. When corporations place emphasize on organizational learning, they would cause the abilities to influence each other and become better. Then, they would get more chances to transform and make it more efficiently.

目 錄
摘 要 i
致 謝 iv
表 目 錄 vii
圖 目 錄 viii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 3
第三節 研究流程 4
第四節 研究限制 4
第二章 文獻回顧 6
第一節 中小企業的轉變 6
第二節 中小企業面對的困難與挑戰 8
第三節 企業轉型 10
第四節 企業學習 22
第三章 研究設計 46
第一節 研究方法 46
第二節 研究對象與資料蒐集 50
第四章 個案介紹 52
第一節 A公司個案介紹 52
第二節 B公司個案介紹 54
第三節 C公司個案介紹 55
第四節 D公司個案介紹 57
第五節 E公司個案介紹 59
第五章 命題與個案研究分析 62
第一節 個案研究分析 62
第二節 個案企業學習類型分類 76
第六章 結論與建議 82
第一節 結論 82
第二節 建議 88
第三節 後續研究建議 88
參考文獻 90
附錄 97

表 目 錄
表2-1 企業轉型定義 11
表2-2 企業轉型類型彙整表 13
表2-3 影響企業轉型之成功因素 17
表2-4 影響轉型成功因素之觀察指標 19
表2-5 影響企業轉型之障礙因素 20
表2-6 影響企業轉型障礙因素之觀察指標 22
表2-7 企業學習定義 25
表2-8 學習型組織類型特徵 29
表2-9 組織能力定義 33
表2-10 策略定義 35
表5-1 研究發現一覽表 75
表5-2 五家個案企業學習分類表 76
表5-3 五家個案企業學習歸類統計表 79

圖 目 錄
圖2-1企業創造競爭優勢的過程 34
圖3-1研究架構圖 52
圖3-2研究流程圖 53

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網站
1.陳署光，陳子觀點，56期，2000年7月16日，P21-P23。
來源：http://www.ieatpe.org.tw/magazine/56e.htm