The Antecedents of Dynamic Capabilities and their impacts on the transformation of business models – The case of fashion cloth industry in Taiwan.

[[abstract]]近年來，企業面對市場環境變化時有效因應變化、調整策略是必要且重要的手段與利器。為了能快速回應環境的需求，內部資源的整合，外部資訊的取得與協助，變的越來越重要。面對這種經營及競爭壓力與日俱增的外在環境，企業勢必得調整其經營策略，透過與競爭對手間的競爭比較，在創造利潤的價值鏈活動中，找出自己的競爭優勢及利基。傳統靜態的策略思考，先嚴密的規劃，後妥善的執行，將無法順應市場快速變化的腳步，取而代之乃是快速回應、動態調整、掌握未來可能的改變並主導未來的經營環境，取得競爭的優勢。而Teece et al. (1997) 認為傳統的的競爭分析模式，已經無法完全提供企業面對快速環境變化時的因應策略。因此，提出動態能力理論(Dynamic Capabilities Theory)，引導組織建立對內、外部資源整合，重整能力，以反應環境中的快速變化，進而建立與維持組織的競爭優勢。 為了瞭解動態能力(Dynamic Capabilities)的影響因素，本研究的目的在於經由相關文獻的探討，以動態能力的觀點藉由台灣流行服飾業者經質性研究的深度訪談法探討：1.企業之中那些是自我醞育催化而成的動態能力。2.對於何種外部因素會促使企業動態能力的浮現。3.動態能力乃企業為延續成長發展而進行經營轉型的推動力量。 本研究的實證結果指出，企業的經驗、工作實務熟練及學習機制都是企業自我醞育催化而成的動態能力來源；而市場動態性、失敗案例、危機與產業訊息也都是促使動態能力的浮現；並且經由動態能力的推動，企業為永續發展而進行經營轉型企求更佳的成長空間。對學術價值而言，本研究驗證動態能力的影響因素及動態能力與策略改變、企業轉型之間的關係，提昇動態能力的研究範疇。在實務上則指出，企業在面臨快速環境變化之時，企業隨時藉由自我醞育催化及外部因素刺激而浮現的動態能力做為即時回應、動態調整、積續能耐，並且藉由企業轉型掌控短期經營優勢，進而取得長期競爭條件。[[abstract]]Fast growing technology has made market competition more intensive than ever before. In response to the fierce competition, firms must promptly adjust their strategies through resource integration in order to maintain the long-term competitive advantage and gain the financial payoff from the value chain system. The conventional decision-making process that includes complete planning, proper execution and full control has been questioned whether to assist the firms in responding to the fast-changing competition environment. Thus, scholars (e.g., Teece et al. 1997) have proposed the Dynamic Capabilities Theory to bridge the gap. Dynamic Capabilities refer to a firm’s capabilities to integrate, build, and reconfigure internal and external competences to address rapidly changing environments in order to outperform their competitors. The purpose of this study is to apply Dynamic Capabilities theory to better understand how firms adjust their business models in the rapid changing environment of fashion cloth industry in Taiwan. And this study consists of three research questions： (1) What dynamic capabilities are incubated and catalyzed within the firms? (2) What external factors bring about the emergence of the firms’ dynamic capabilities? (3) The dynamic capabilities is the enterprise for continues the growth development to carry on business model’s transformation the impelling force. This study used in-depth interview method for data collection. After a careful analysis grounded upon theoretical rationales, the results show that the antecedents to the firms’ dynamic capabilities are hands on experience, repeated practices, learning mechanisms, market dynamism, failure cases and industry information. As a result of the appearance of Dynamic capabilities, the sample firms adapt slightly different ways of transforming their business models to sustain their competitive positions within the industry. As for the contribution to theory advancement, this study provides the conceptual model that specifies the antecedents of dynamic capabilities and their consequences (i.e., the transformation of business models). On the other hand, this study also provides practitioners insightful information of how to create their firms’ dynamic capabilities so that the firms are able to promptly respond to the fast changing environment by means of the transformation of business models in order to maintain short-term advantage and achieve the long-term survival