當數位科技改變了消費者的消費者習慣、ESG永續議題受到重視，以及各國政府紛紛投入數位發展等背景下，其中數位轉型是創新及永續發展的關鍵促進因素，因此，各公司都希望透過數位轉型達成實質性成果，但根據波士頓顧問公司(BCG)於2021年的報告顯示，僅有35%的公司實現了數位化轉型目標。
本研究模型是以資源基礎理論下之動態能力觀點作為理論基礎，並以數位實踐、數位勞動力及數位資源作為數位靈活度之代理，同時加入其他構面如IT應用能力、IT探索能力及商業模式創新等。研究資料來源是以採用李克特五點尺度所設計的網路問卷，最終共蒐集219份有效問卷，以探討微觀層面下，組織數位靈活度對於組織數位轉型成效之影響。
研究結果顯示，組織的數位資源、數位勞動力及數位資源對於IT應用能力皆有正向影響，組織的數位勞動力及數位資源對於IT探索能力皆有正向影響，但組織的數位實踐對於IT探索能力則未有顯著正向影響，而IT應用能力及IT探索能力對於商業模式創新皆有正向影響。
因此，我們的研究指出一種可能，即當組織過度重視數位實踐時，抑或是缺乏以數位驅動之決策，可能會使組織陷於過去的框架中，將使IT探索能力的不足，進而導致組織的數位轉型失敗。另外，我們建議組織在數位轉型時，應優先關注有助於IT雙元能力發展的組織獨特資源，即數位勞動力和數位資源。

In the context where digital technology has transformed consumer habits, ESG sustainability issues have gained prominence, and governments worldwide are investing in digital development, digital transformation stands out as a key driver of innovation and sustainable development. Consequently, companies aim to achieve substantial outcomes through digital transformation. However, according to a 2021 report by the Boston Consulting Group (BCG), only 35% of companies have met their digital transformation goals.

This study is based on the dynamic capability perspective within the resource-based theory framework. It uses digital practices, digital workforce, and digital resources as proxies for digital dexterity, incorporating other dimensions such as IT exploitation, IT exploration, and business model innovation. The research data was collected through a web-based questionnaire designed using a Likert five-point scale, ultimately gathering 219 valid responses to explore the impact of organizational digital dexterity on the effectiveness of digital transformation at the micro-level.

The results indicate that an organization's digital resources, digital workforce, and digital resources positively influence IT exploitation. The digital workforce and digital resources also positively impact IT exploration. However, digital practices do not show a significant positive effect on IT exploration. Furthermore, both IT exploitation and IT exploration positively affect business model innovation.

Our study suggests a possibility that when organizations excessively focus on digital practices or lack digital-driven decision-making, they might become entrenched in past frameworks, leading to inadequate IT exploration and subsequent digital transformation failure. We recommend that organizations prioritize unique resources conducive to developing IT ambidexterity, namely the digital workforce and digital resources, during digital transformation efforts.

論文審定書 I
中文摘要 II
ABSTRACT III
目錄 IV
圖目錄 VI
表目錄 VII
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 6
第三節 研究目的 12
第四節 研究問題 13
第五節 研究流程 15
第二章 文獻探討 16
第一節 數位轉型（DIGITAL TRANSFORMATION） 16
第二節 數位靈活度（DIGITAL DEXTERITY） 22
第三節 IT雙元能力（IT AMBIDEXTERITY） 27
第四節 資源基礎理論（RESOURCE-BASED THEORY） 30
第三章 研究方法 34
第一節 研究模型 34
第二節 研究假說 36
第三節 變數操作性定義與衡量問項 39
第四節 資料收集方式 44
第四章 資料分析 45
第一節 資料分析方式 45
第二節 樣本基本資料分析 45
第三節 衡量模型 47
第四節 路徑分析及假說驗證 55
第五節 假說結果說明 56
第五章 結論與建議 58
第一節 研究結果與討論 58
第二節 理論與實務意涵 61
第三節 研究限制 62
第四節 未來研究方向 62
參考文獻 63
附錄 78

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