組織能力建構與策略調整之個案研究：以電視購物服飾業為例

Abstract

在數位科技迅速演進與全球服飾市場競爭日益加劇的背景下，傳統服飾企業正面臨從「製造導向」轉向「數據驅動、顧客導向」的結構性轉型挑戰。現有研究雖多著重於技術導入或通路變革的面向，卻較少深入探討企業如何透過組織學習與核心能力建構的動態歷程，在高度變動的環境中實現長期轉型，特別是在中大型企業跨越多階段調整與能力重組的具體機制，相關理論論述與實證研究。為回應此一研究，本文以具產業代表性的A公司為個案，援引雙元組織學習理論作為分析基礎，並整合「核心能力演化」與「策略矩陣重構」之視角，建構出一套三維分析架構：「雙元學習 × 核心能力 × 策略矩陣」。本研究在解析個案企業歷經六個策略轉折階段的組織學習歷程，探討其如何在探索性與深化性學習間動態調節，逐步建構出可因應高度不確定性的組織能力體系。

研究發現，個案自早期以市場試探與時尚感知為起點，透過制度化與流程標準化奠定基礎營運能力，進而發展出垂直整合的價值鏈與快速反應供應鏈體系。隨著通路變化與顧客需求分眾，企業更進一步運用策略聯盟、數位技術導入與平台共創機制持續不斷的適應環境與策略調整之轉型。

在理論貢獻上，本文主要提出：（1）以整合性三維架構補充現有組織學習與產業轉型之研究；（2）強調雙元學習的動態調節機制，以為企業轉型過程仍能維持穩健經營；（3）深化策略矩陣在轉型過程中的應用，使其能有效呼應服飾產業快速迭代的挑戰。

本研究為服飾企業提供轉型的實務歷程與理論參照，強化學術與實務之間的連結基礎。Amid the rapid advancement of digital technologies and intensifying competition in the global apparel industry, traditional apparel enterprises are facing structural challenges in transitioning from manufacturing-oriented models to data-driven and customer-centric paradigms. While previous studies have primarily focused on technology adoption and channel innovation, relatively few have explored how firms engage in organizational learning and core capability development as a dynamic process to achieve long-term transformation. In particular, there is a lack of theoretical and empirical research on how medium- to large-scale enterprises navigate multi-phase adjustments and capability reconfiguration in volatile environments.To address this research gap, this study adopts a case study approach focused on a representative apparel firm (Company A), utilizing ambidextrous organizational learning theory as the analytical foundation. The study further integrates perspectives on core capability evolution and strategic matrix reconfiguration to construct a three-dimensional analytical framework:

Ambidextrous Learning × Core Capabilities × Strategic Matrix.

Based on this framework, the study examines how the firm undergoes six critical strategic transformation stages and dynamically balances exploratory and exploitative learning processes to build an adaptive capability system that can respond to high levels of uncertainty.The findings reveal that Company A initially engaged in market exploration and trend sensing, then institutionalized its operations through process standardization, establishing a foundational set of operational capabilities. This enabled the development of a vertically integrated value chain and a responsive supply chain system. As distribution channels shifted and consumer demand became increasingly segmented, the firm continued its transformation by leveraging strategic alliances, digital technology implementation, and platform-based co-creation models, thereby continuously adapting to environmental changes and strategic demands.From a theoretical perspective, this study offers three main contributions:

It supplements existing research on organizational learning and industrial transformation by proposing an integrated three-dimensional framework.

It emphasizes ambidextrous learning as a dynamic regulatory mechanism that enables firms to maintain operational stability throughout their transformation.

It deepens the practical application of the strategic matrix as a transformation tool that can effectively address the apparel industry’s fast-paced, iterative environment.Overall, this research provides both practical insights into the transformation process of apparel enterprises and a theoretical reference that strengthens the connection between academic research and managerial practice.