影印機事業從衰退到重生：以A公司組織變革為例

Abstract

本研究以台灣影印機產業具代表性之AOAC公司（以下簡稱A公司）為個案，旨在探討企業在面對數位化浪潮與產業結構劇烈變遷之下，如何透過策略轉型與組織革新實現企業再生。A公司面臨ESG永續發展趨勢興起、COVID-19疫情衝擊以及列印需求持續下滑等多重外部挑戰，遂啟動全面性的組織變革計畫，導入新思維、新文化與數位平台服務，重新定位其核心能力與未來發展方向與競爭力。 本研究採用質性個案研究法，綜合運用深度訪談、次級資料分析與三角驗證等方法，建構A公司轉型歷程之完整脈絡。分析架構根據C-SOP理論與危機協同論加以設計，以系統性探討其轉型歷程。研究結果顯示，組織轉型須以危機意識為驅動，並整合策略佈局、組織協同、領導風格與文化重塑四大構面，方能有效推動數位化營運流程與市場策略之轉型，進而帶動整體組織變革。 此外，研究進一步歸納出促成轉型成功的關鍵因素，包括：高階管理層之堅定領導與支持、健康且正向的組織文化、學習型組織之建構，以及明確且具可行性的策略推動。透過跨部門協作與持續的組織學習，A公司得以穩步累積變革成果，實現組織轉型與企業永續經營之目標。本研究不僅對傳統產業於數位時代下之轉型實務提供具體參考，亦對企業面對結構性變革提出理論與管理上的啟示。

This study investigates the case of AOAC Corporation (hereinafter referred to as Company A), a representative enterprise in Taiwan’s photocopier industry, to explore how traditional businesses can achieve corporate revitalization through strategic transformation and organizational innovation amid the sweeping tides of digitalization and structural industrial change. In response to multiple external challenges—including the rise of ESG sustainability trends, the impact of the COVID-19 pandemic, and the continued decline in printing demand—Company A initiated a comprehensive organizational transformation program. This initiative involved the adoption of innovative thinking, cultural renewal, and the implementation of digital service platforms to redefine its core competencies, future direction, and competitive advantage. Adopting a qualitative case study approach, this research utilizes in-depth interviews, secondary data analysis, and triangulation to construct a holistic narrative of Company A’s transformation journey. The analytical framework is grounded in C-SOP theory and crisis collaboration theory to systematically examine the transformation process. The findings reveal that successful organizational transformation must be driven by a strong sense of crisis and the integration of four key dimensions: strategic planning, organizational collaboration, leadership style, and cultural reshaping. These dimensions collectively enable the effective advancement of digital operations and marketing strategies, thereby facilitating comprehensive organizational change. Furthermore, the study identifies several critical success factors in the transformation process, including: decisive leadership and support from top management, the cultivation of a healthy and positive organizational culture, the development of a learning-oriented organization, and the implementation of feasible and coherent strategic initiatives. Through cross-departmental collaboration and continuous organizational learning, Company A was able to steadily accumulate transformational outcomes, ultimately achieving organizational renewal and long-term sustainability. This research offers practical insights for traditional industries undergoing digital transformation and contributes theoretical and managerial implications for responding to structural change.