本研究從組織認定(organizational identity)的觀點，採取個案研究方法，探討四家臺灣廠商如何更新其組織能力，提出命題如次：(1) 當企業面臨環境威脅時，組織認定的抽象性（抽象認定成分特質），有助於企業改變其明確組織認定。(2) 當企業面臨環境威脅時，組織認定的外向性，有助於企業改變其明確組織認定。(3) 新的組織認定與原來的組織認定將會維持適當的認定差距。在抽象認定成分上，新的抽象認定與原來的抽象認定差距不大，以期維持組織成員的深層認同；在新的明確認定成分上，則會有較大的差距，但取決於企業本身原有的資源與能力是否能夠運用到新的產業。(4) 新的組織認定將會驅動企業的資源槓桿、學習、整合與重組流程，進行資源組合與組織能力之更新。

Based on the perspective of organizational identity, this study explores how enterprises renew their organizational capabilities. Organizational capabilities embedded in organizational identity and culture. If enterprises want to renew their core competences, their identity should be changed also. Thus, this study explores the following questions: What factors cause enterprises to change their organizational identity? How does a new organizational identity be formed? How does this new organizational identity affect the formation of new resources and routines and result in the renewal of organizational capabilities? This study employs the case research method to explore the identity changing and capabilities renewing processes of four Taiwanese firms. Based on these longitudinal case studies, this study proposes four propositions as follows: (1) When enterprises face an environmental threat, the abstractness of organizational identity (abstract identity components) contribute to change concrete identity elements of organizational identity. (2) When enterprises face an environmental threat, the extraversion of organizational identity contribute to change concrete identity elements of organizational identity. (3) The new organizational identity will keep a moderate gap with the original identity. The identity gap of the abstract component between new and original organizational identity is smaller to maintain the deep structure identification of organizational members. The identity gap of the concrete identity component is larger but is dependent on whether the enterprise can leverage its resources and capabilities to the new industry. (4) The new organizational identity will drive the resource leveraging, learning, integrating, and reconfiguring processes in enterprises and thus renew resource compositions and organizational capabilities.

企業如何克服環境威脅進行組織能力更新，重新建構資源並永續經營？本研究從組織認定的觀點，探討企業如何因應環境機會與威脅，發展新的資源組合，進行組織能力更新。 組織認定(organizational identity)是企業組織成員對於「我們是什麼樣的一家企業」的主觀認知；也就是組織成員如何定義本身的企業。常見的組織認定的構面包括：我們經營什麼樣事業？屬於哪一種產業？企業經營理念或價值觀為何？提供什麼樣的產品？滿足顧客什麼樣的需求？本研究運用個案研究方法，探討四家臺灣企業，研究結論如下： 原來的組織認定特質是企業是否能夠啟動轉型或更新組織能力的關鍵。本研究發現，要能夠成功轉換到新的產業或新的事業領域，企業若具有創新、不斷提昇附加價值、永續經營等組織認定特質，企業就能夠正面看待目前產業的限制或事業發展的困境，產生積極求變的動力，發掘可以讓企業成功轉型的機會。 其次，企業原來的組織認定是否具備外向性特質，也是能否啟動轉型或更新組織能力的重要因素；換言之，企業經營團隊要能夠關注外部環境變化，並隨著環境的改變，改變本身的事業定義。 接著，要轉型成為什麼樣的事業或產業？本研究結果顯示，企業應該延續原本良好的經營理念或企業價值觀，讓組織成員瞭解為何要變革，對於新的產業產生認同。新的產業應與原來的產業的差距不宜過小或過大，差距若過小，則無法更新資源組合與組織能力；差距過大，則無法讓企業能夠槓桿運用目前的核心能力，提高轉型成功的可能性。 最後，企業若產生新的組織認定，將會啟動企業內部的資源槓桿、學習、整合與重組流程，進行新資源的取得與新的能力的學習，重組企業的資源與能力基礎。換言之，企業要能成功更新其組織能力，企業組織成員對於「我們是什麼樣的一家企業」的信念（也就是組織認定）相當重要。若能夠成功建立新的組織認定，並讓組織成員加以認同，就能夠降低組織成員的溝通與協調成本，引導組織成員對於新知識與新能力的學習，成功更新組織能力。

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