中小企業的第二成長曲線問題研究—以G公司為例

Abstract

本研究以G公司股份有限公司為案例，探討中小企業在第一成長曲線增長動能逐漸衰退的背景下，如何通過第二成長曲線策略實現平臺化轉型並導入永續價值導向，突破既有成長瓶頸並建立新商業模式。研究發現，企業在轉型過程中，需以清晰的願景驅動組織變革，通過C-SOP制度化建構、九構面領導治理框架與阿米巴責任單元制度，強化內部協同與外部生態合作，並融入ESG理念以提升企業在國際市場的信任資產與競爭力。 研究進一步提出，中小企業若欲有效推動第二成長曲線，需掌握三大關鍵行動：前瞻性戰略佈局、模組化平臺治理與生態化共創機制。G公司案例驗證了中小企業即便資源有限，只要具備戰略定力、制度保障與生態協同，亦能在高度不確定的環境下實現轉型升級。本研究亦提出具體管理建議，供同類型企業在規劃平臺化與永續化轉型路徑時參考。

This thesis explores how small and medium-sized enterprises (SMEs) can overcome growth stagnation and achieve sustainable development by initiating a “second growth curve,” using G Technology Co., Ltd. as a case study. In the context of intensifying global competition and the semiconductor industry's structural transformation, G Technology proactively transitioned from a traditional LED equipment manufacturer to a platform-based solution provider in the emerging third-generation semiconductor market. Through qualitative case research, this study examines how G Technology leveraged visionary leadership, C-SOP strategic institutionalization, Amoeba responsibility units, and ESG-driven sustainable governance to reshape its business model, organizational capabilities, and ecosystem position. Findings reveal that the success of the second growth curve hinges on: (1) strategic foresight and early commitment to innovation before the first curve declines; (2) establishing a modular and green manufacturing platform that integrates equipment, consumables, data, and collaborative services; and (3) building an ecosystem that combines platformization, internationalization, and collaborative governance to enhance resilience and value co-creation. The study contributes to both theory and practice by proposing an integrated strategic framework combining the second growth curve concept, C-SOP model, Nine-Dimensional Leadership framework, Amoeba management, and curatorial crisis governance. Practical implications are provided for SMEs seeking to navigate structural inflection points and achieve sustainable transformation.