產業內競爭激烈、外在環境動盪，組織可藉由不斷地察覺－動機－能力（Awareness-Motivation-Capability，A-M-C） 來了解競爭互動中應如何更有效去預測競爭對手的行動與回應以取得競爭優勢，因此以動態觀點可以補足過去靜態分析策略之不足。

許多製造業者也逐漸體認到單在成本、技術與產品品質上的領先已經無法提高產業之附加價值，唯有創新才能維持市場地位。其中創新服務已成為許多製造業在進行創新時會採行之致勝方式。然而，製造業推動服務創新主要是探討產業轉型及經營模式，幾乎沒有去探討製造業服務化發展內涵之個案研究。因此本研究利用深入訪談之個案研究方法，針對成功推動服務化發展之某一石化製造業廠商，以動態競爭理論為基礎來探討其服務創新概念及其內涵，並輔以核心能耐之觀點以及十大創新原點架構，來探討製造業服務創新的推動與組織核心能耐建構之關係。

結果發現：個案公司會根據數據來預先備料，將資訊科技應用組織與管理之慣例；採主動創新服務作為與前瞻性思維；讓產業規模繼續提升，做到向上整合並與下游廠商的合作，持續產生共創價值；以極佳的配合度和異於其他公司無法做到的極短交貨期，都是建立在技術的成熟跟穩健度基礎之上所發展出來的創新作為。

With intense competition and external environment turbulence, an organization can understand how competition interactions can more effectively predict competitors' actions and responses by means of Awareness-Motivation-Capability (AMC). Therefore, dynamic strategy viewpoint can complement the shortcomings of static analysis strategies.

Manufacturers have also gradually realized that the leading position in cost, technology and product quality cannot increase the added value of the industry. Only innovation can maintain its market position. Thus, innovative services have become a good method to adopt for manufacturing industries. However, the manufacturing industry promotes service innovation mainly to explore the industrial transformation and business model. There is almost no case study to explore the implication of manufacturing service development. Therefore, this research uses case study motheh of in-depth interviews to explore the concept of service innovation based on dynamic competition theory and an innovation framework from Ten Types of Innovation : The Discipline of Building Breakthroughs.

The findings are as follows: The case company will pre-stock materials based on the big data and use information technology application; adopt forward-looking innovation services; make large scale by vertical collaboration with manufacturers to create co-creative value; with excellent cooperation and afford a very short delivery time, are based on the maturity of the technology development.

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