多原廠代理模式下資安服務公司之成長策略與組織設計研究 - A公司為例

Abstract

在企業數位轉型與雲端化快速發展之背景下，資訊安全已由傳統技術防護議題，轉變為攸關企業營運韌性與公司治理之核心能力。隨著資安威脅日益複雜，企業對資安需求亦由單點產品導入，轉向強調持續監控、威脅偵測與事件回應之服務型模式，進而帶動Managed Security Services（MSS）與MDR等服務之快速成長。在此趨勢下，多原廠代理型資安服務公司逐漸成為產業主流，其透過整合多家國際資安產品並提供專業服務，扮演企業資安能力整合與營運支援之關鍵角色 。 然而，此類企業在追求成長過程中，往往同時面臨產品線擴張、服務深化與組織複雜度提升之挑戰，導致成長策略與組織設計之間產生不適配現象。既有研究多聚焦於製造業或單一產品軟體企業，對於「多原廠代理結合專業服務」之資安服務公司，在成長歷程中的組織與治理問題探討相對不足。因此，本研究以A公司為個案，探討多原廠代理模式下，成長策略、組織設計與治理機制之動態適配關係。 本研究以Christensen與Overdorf（2000）提出之資源－流程－價值（Resources–Processes–Values, RPV）理論為核心分析基礎，並整合資安服務化、市場治理與雙元創新等相關文獻，建構「成長策略－組織設計－治理機制」之分析架構。研究方法採質性個案研究，透過次級資料分析與半結構式深度訪談，蒐集公司內部主管、原廠通路代表及企業客戶之多元觀點，以提升研究之完整性與信度。 研究結果顯示：第一，成長策略將顯著提升組織運作複雜度，尤其在多原廠管理與服務交付整合上，跨部門協作成本明顯上升；第二，組織設計需隨企業成長階段進行動態調整，由高度集中決策逐步轉向分權與制度化管理；第三，治理機制（如授權制度、績效指標與SLA管理）在成長過程中扮演關鍵調節角色，能有效降低策略與組織不適配所帶來之風險。 本研究進一步指出，多原廠代理型資安服務公司之競爭優勢，將由傳統產品代理能力，轉向「整合能力＋服務營運能力＋治理成熟度」之綜合體現。基於研究發現，本文提出A公司未來三年發展建議，包括決策分層機制建立、事業部化組織設計、服務導向KPI重構，以及降低關鍵人才依賴之制度化措施，以支撐企業在服務化轉型下之持續成長。 本研究除補充多原廠代理型資安服務公司之學術研究缺口外，亦提供具體之管理實務意涵，可作為相關企業在推動服務轉型與組織升級時之參考依據。

In the context of rapid digital transformation and cloud adoption, cybersecurity has evolved from a purely technical concern into a critical component of enterprise governance and operational resilience. As cyber threats become increasingly sophisticated, organizations are shifting from product-based security solutions toward service-oriented models emphasizing continuous monitoring, threat detection, and incident response. This transformation has accelerated the growth of Managed Security Services (MSS) and Managed Detection and Response (MDR), while positioning multi-vendor cybersecurity service firms as key integrators within the industry value chain. However, as these firms pursue growth through expanding vendor portfolios and deepening service offerings, they face increasing organizational complexity. This often leads to misalignment between growth strategies and organizational design. Existing literature has largely focused on manufacturing or single-product software firms, with limited attention given to cybersecurity service firms operating under a multi-vendor agency model. Accordingly, this study adopts a case study approach to examine the dynamic alignment among growth strategy, organizational design, and governance mechanisms in such firms. This research is grounded in the Resources–Processes–Values (RPV) framework proposed by Christensen and Overdorf (2000), and integrates perspectives from cybersecurity service transformation, channel governance, and organizational ambidexterity. A qualitative single-case study methodology is employed, combining secondary data analysis with semi-structured interviews involving internal executives, vendor partners, and enterprise customers, thereby ensuring data triangulation and analytical rigor. The findings reveal three key insights. First, growth strategies significantly increase organizational complexity, particularly in multi-vendor coordination and service delivery integration, resulting in higher cross-functional collaboration costs. Second, organizational design must evolve dynamically with firm growth, transitioning from centralized decision-making to more decentralized and institutionalized structures. Third, governance mechanisms—including delegation systems, performance metrics, and SLA-based management—play a critical moderating role in mitigating misalignment risks between strategy and organizational capabilities. Furthermore, this study highlights that the competitive advantage of multi-vendor cybersecurity service firms is shifting from product distribution capabilities toward a combination of integration capability, service operation excellence, and governance maturity. Based on these findings, this study proposes strategic recommendations for Company A’s three-year development roadmap, including decision-making decentralization, business unit restructuring, service-oriented KPI redesign, and institutional mechanisms to reduce key-person dependency. This study contributes to the literature by addressing the research gap in multi-vendor cybersecurity service firms and provides practical managerial implications for organizations undergoing service transformation and organizational scaling.