公司是否能夠維持其競爭優勢，是企業主與策略管理學者一直想要探討的議題。1997年Teece提出的動態能力理論，為公司如何能持續不斷的維持競爭優勢提出一個解釋。說明動態能力，是一種公司能不斷的更新自己能力的能力，以應付外在環境的劇烈變化。既然動態能力如此重要，要如何在公司或組織內產生這樣的能力，成為組織策略管理的一個重要問題。Zollo and Winter 2002年以例規的觀點來解釋動態能力，同時也說明了動態能力的起源是來自於學習機制，而且是一種深慮的學習機制(Deliberate learning)。這種組織有目的、意識的去學習，是組織產生動態能力的起源。本研究探討A個案公司專案管理部在面臨組織欲發展自有品牌、拓展新產品線，並脫離舊有的代工模式的狀況下，是否有一些深慮的學習具體做法可以實踐，藉此可以產生組織的動態能力。The company that is able to maintain its competitive advantage is always the major topic for business owners and strategy scholars. In 1997, Teece proposed a Dynamic Capabilities Theory explained how the company can continuously maintain its competitive advantage. And it is a capability for a company to renew their abilities constantly to cope with the dramatic changes of the external environment. Since the dynamic capability is that important, then with no doubt how a company or an organization generates this kind of capabilities will become a critical task for the strategic management. Zollo and Winter 2002 explained the dynamic capability by using the routine perspective. It also argued that the origin of the dynamic capabilities comes from the learning mechanism as known as deliberate learning. The organization learns on purpose and conscious, and this is the origins of the organization to generate dynamic capability. A case study is discussed here if the Project Management Department of A Company is able to develop some practices to realize the deliberate learning for developing its own brand and extending its new product lines from the old foundry OEM model and take this opportunity to generate dynamic capabilities.
