傳統企業轉型的驅動力與阻力：TOE與UET的理論觀點

Drivers and Barriers to the Transformation of Traditional Enterprises: Theoretical Perspectives of TOE and UET

本研究探討臺灣傳統企業在數位轉型與產業結構轉變的雙重壓力下，如何跨入快速成長的運動科技產業。此一轉型不僅涉及策略定位、組織結構與資源配置的重新調整，也突顯高階管理者在不確定環境中維持競爭力的關鍵決策作用。基於科技-組織-環境(TOE)架構與高層理論(UET)，本研究建構一個整合客觀情境、高階管理者特質以及驅動力與阻力交互作用的整合模型，以補強TOE對微觀決策機制的不足，並深化UET在產業轉型脈絡中的解釋力。本研究採多重個案研究法，分析傳統企業投入運動科技過程中的主要驅動力與阻力。研究結果顯示，成功轉型關鍵來自高階管理者的心理韌性、變革精神，以及具備人本思維與市場痛點洞察等能力，並與技術、組織與外部環境三構面形成動態互補關係。此外，研究萃取出四項高階管理者轉型策略行動能力，並提出傳統企業轉型的整合性意義建構動態模型。研究亦發現，運動科技創新加速器在轉型過程中扮演重要中介角色，能協助企業將策略感知轉化為具體創新行動，並降低路徑依賴與數位基礎不足所帶來的限制。本研究不僅補強傳統產業轉型的理論基礎，也為企業因應數位化、跨域創新浪潮以及強化高階管理者決策提供實務建議。

This study explores how traditional Taiwanese enterprises venture into the rapidly growing sports technology industry amid dual pressures from digital transformation and structural industrial shifts. Such a transformation involves not only realigning strategic positioning, organizational structure, and resource allocation but also underscores the pivotal role of top managers in making critical decisions to maintain competitiveness in uncertain environments. Drawing upon the Technology-Organization-Environment (TOE) framework and Upper Echelons Theory (UET), this research constructs an integrated model that synthesizes objective contexts, top managers’characteristics, and the interplay between drivers and barriers. This approach addresses the limitations of the TOE framework in micro-level decision-making mechanisms and deepens UET's explanatory power in the context of industrial transformation. Employing a multiple-case study methodology, the research analyzes the primary drivers and barriers encountered by traditional firms during their entry into sports technology. The findings reveal that the key to successful transformation lies in the leader's psychological resilience, spirit of reform, and the ability to integrate human-centric thinking with insights into market pain points, forming a dynamic complementarity with the technology, organization, and environment dimensions. Furthermore, the study identifies four capabilities for implementing transformation strategies among top managers and proposes an integrated sense-making dynamic model for traditional enterprise transformation. The results also indicate that sports technology innovation accelerators play an intermediary role in the transformation process, assisting firms in converting strategic sensing into concrete innovative actions while mitigating constraints arising from path dependency and insufficient digital foundations. This research not only strengthens the theoretical foundations of traditional industrial transformation but also provides practical recommendations for enterprises navigating the waves of digitalization, cross-domain innovation, and enhanced leadership decision-making.