環境不確定性與策略即興：以戈壁馬拉松接力賽為例

Abstract

在全球化與數位化劇烈演變的背景下，企業面對的經營環境變得日益動盪與不確定。從疫情、地緣政治、氣候變遷到供應鏈斷鏈等衝擊因素，皆使得傳統「預測－計畫－執行－控制」的線性策略模式愈發捉襟見肘。面對此一困境，企業與組織必須培養在不確定環境中行動的能力，即「策略即興」(Strategic Improvisation)。本論文以2024年臺灣大學EMBA第十九屆參與「玄奘之路戈壁挑戰賽」之真實經歷為個案，探討策略即興在極限環境下的實踐樣貌，並剖析其行動邏輯、觸發因素與組織學習機制。 本研究選擇戈壁挑戰賽作為實證場域，原因在於其具備高度不確定性、挑戰性與資源限制的特質，提供了一個觀察團隊即興行動與策略應變之理想情境。賽事歷時四天三夜，全程跨越121公里的沙漠地形，參賽隊伍需在高溫、風沙、通訊中斷等惡劣條件下，進行長距離接力行軍，並面對臨時突發事件，如傷病、裝備故障與人員失聯等挑戰。 本研究採用質性單一個案研究法，研究者以「內部參與者兼觀察者」的雙重身分，蒐集包括深度訪談（隊員、教練與後勤人員）、文件分析（訓練手冊、戰術表、通訊紀錄等），以及實地參與觀察等多元資料，並建構出一份「策略即興地圖」(Strategic Improvisation Map)，視覺化即興決策與行動脈絡。資料分析採詮釋式閱讀與主題編碼法，聚焦於策略即興的四大構面：目標導向性、制度依附性、行動與思考同步性，以及創造性與實用性。 研究結果顯示，臺大戈十九隊於賽中展現出高度的策略即興能力，表現形式包括：傷病人員即時替補、通訊失靈下的非語言協同、突發氣候應變下的角色輪替與隊形重組等。這些行動雖非原計畫所預設，卻在關鍵時刻確保團隊持續推進與士氣穩定，進而創下歷年最佳成績。進一步分析顯示，策略即興的產生並非偶然，而係建立於以下五項條件之上： 1. 心理安全感與信任基礎：隊員間的互信促進了風險承擔與即時溝通。 2. 結構彈性與角色流動性：任務分工並未僵化，隊員可隨情境變動快速轉換角色與職能。 3. 即時資訊交換與同步互動機制：非語言訊號與共感節奏成為應變關鍵。 4. 集體記憶與事前訓練基礎：賽前長達半年的模擬與演練，強化了即興判斷的準確性與默契。 5. 領導風格與決策授權彈性：隊長與教練能在適當時機下放決策權限，促進前線隊員即時反應。 此外，研究亦提出「即興行動的三層次動態模式」：前期為計畫框架建立，中期為現場應變與即興調整，後期則為事後反思與知識內化。此模式顯示，即興不僅僅是臨場反應，更具備可制度化與可學習性，具有從經驗中萃取知識、反饋組織機制的潛能。 在理論層面上，本研究擴展了策略即興理論於亞洲文化脈絡與臨時性團隊中的實踐圖像，證明即興能力不只為少數天才個體所專擅，而可透過組織設計、訓練與文化營造加以培養。特別是台灣社會重視群體決策與階層尊重的背景下，本研究揭示了即興行動如何在尊重體制的同時，仍能發揮高度彈性與創新能力。 在實務層面，研究提供企業與EMBA教育單位數項建議，包括：推動「策略即興模擬演練」課程、設計具容錯機制的應變框架、強化團隊心理安全與信任建構，以及發展即興能力成熟度評估指標（IRIS模型）等。這些建議有助於培養企業團隊在高度不確定與變動情境下的決策彈性與行動韌性。 結論指出，策略即興不應被視為一種次要的臨時手段，而是現代組織在混沌環境中生存與成長的核心能力。它要求組織從規劃導向邁向行動導向，從權責集中邁向彈性授權，從標準作業轉向學習迴路。未來研究可進一步擴展至跨文化團隊、虛擬工作情境或AI支援決策環境下之策略即興應用，以持續豐富其理論發展與實務意涵。 總結來說，本研究以一場極限挑戰賽為鏡，折射出策略即興作為一種集體智慧與行動藝術的深層實踐圖像，為當代組織於混亂中尋秩序、於壓力中展潛能，提供一套具備理論深度與實務厚度的啟示路徑。

In volatile and uncertain global landscape, traditional strategic planning—centered on forecasting, long-term execution, and control—has proven increasingly insufficient. The need for agility and adaptive capacity has elevated the relevance of strategic improvisation, especially in extreme environments. This study explores how strategic improvisation manifests in practice by analyzing the case of the 19th National Taiwan University EMBA team participating in the 2024 Gobi Desert Challenge, a 121-kilometer multi-day endurance race under extreme desert conditions. Adopting a qualitative single-case study, this research leverages the unique position of the author as both a participant and embedded observer. Data were collected through in-depth interviews, field observation, and document analysis. A visual Strategic Improvisation Map was developed to trace key decision points, action flows, and organizational learning dynamics throughout the event. The team faced unpredictable challenges such as sudden injuries, equipment failure, and communication blackouts, requiring on-the-spot coordination and real-time decision-making. Findings indicate that effective improvisation in extreme conditions is neither accidental nor purely intuitive. It depends on five structural and cultural enablers: 1. Psychological safety and interpersonal trust, fostering open risk-taking. 2. Flexible roles and fluid team structure, allowing members to adapt dynamically. 3. Real-time communication and synchronized interaction, including non-verbal cues and intuitive responses. 4. Collective memory and pre-event simulation training, building shared scripts for rapid judgment. 5. Empowered leadership and decentralized decision authority, enabling local problem-solving. Moreover, improvisation is not an isolated act but part of a three-phase dynamic model: structured planning, in-situation improvisation, and post-event reflection. These improvisational acts evolve into organizational learning assets, highlighting their potential for institutionalization. Theoretically, this study enriches strategic improvisation literature by offering empirical insights from an Asian cultural context and a non-traditional, high-pressure team environment. It challenges the Western-centric view of improvisation as driven solely by charismatic individuals, revealing how collective improvisation can emerge from systemic design and team dynamics. Practically, the findings inform EMBA education, team leadership, and crisis management training. Suggested applications include scenario-based simulations, improvisation capability assessments (e.g., IRIS model), and high-pressure response modules for business teams. The study argues that strategic improvisation is no longer an emergency fallback, but a core competency for organizations navigating uncertainty. Ultimately, this research reframes improvisation not as chaotic deviation from plan but as a disciplined, purpose-driven strategic capability. Through this case, we observe how a team, under extreme environmental pressure, converted disorder into coordinated action and achieved peak performance—offering a valuable model for resilient and adaptive organizational behavior in turbulent times.