本研究主要探討台灣企業發展自有品牌的組織變革過程中，所形成的組織變革能耐及其變革過程。
受到新興經濟體崛起的影響，台灣過去製造業代工的優勢不再，必須思考未來的新利基。政府及許多學者認為發展自有品牌為台灣製造業永續經營的唯一出路，然而在企業發展自有品牌的過程當中，許多企業卻面臨變革失敗，或不知從何進行變革的窘境。發展自有品牌為一長期變革歷程，在這歷程中，組織本體與產業環境產生互動，不斷地在動態環境中持續探求平衡點，透過此過程，組織必須建立組織變革能耐以維持組織在產業環境中的動態平衡。為了深入探究前述議題，本研究透過動態能耐觀點，從目前少數成功建立全球自有品牌的台灣企業中選取六家個案公司，並透過紮根理論研究法作為建構理論架構的主要方法，探討成功發展品牌的企業所建構形成之組織變革能耐以及其發展自有品牌之變革歷程。
研究結論如下：一、由於產業環境的變動，變革前的組織能耐不足以與環境抗衡，因而產生發展自有品牌的變革需求。二、發展自有品牌的組織變革歷程則包括領導者察覺發展品牌之需求、溝通發展品牌的必要性、品牌發展的領導與促動、擬定發展品牌的策略、啟動發展品牌的行動、發展自有品牌的成效、評鑑品牌發展的成效、以及回饋品牌發展的成果等八個環節。三、個案公司在發展自有品牌的變革過程當中，所建構形成的組織變革能耐包括品牌思維塑造能耐、市場導向的創新能耐、產品價值提升能耐、品牌管理能耐、全球資源運籌能耐、員工自主與學習能耐等六項能耐。四、影響成功建構組織變革能耐的因素則分為兩方面：促進因素與障礙因素。本研究之成果對於正在發展或未來將發展自有品牌的台灣企業而言，具有相當高的應用價值，也提供組織變革理論一個新的思考方向與理論架構。

The purposes of this study were to explore the organizational change capabilities and the process of organizational change of branding process in Taiwan firms.
Recently, with the threat of the Mainland China and other countries of Asia, Taiwan’s advantage of subcontracting has been decrease. Although many studies pointed out that building up brands to add higher value is the best solution, little of Taiwan’s firms building up brands leaded a successful result. Building up brands is a long term process of organizational change. In this process, organization and the industrial environment interact continuously to explore the equilibrium in the dynamic situation. In order to maintain the equilibrium, organization need to build up the organizational change capabilities.
This study based on the dynamic capability perspective to explore the organizational change capabilities and the process of organizational change of branding process in Taiwan firms by ground theory research method. There are four major findings of this study: first, because the original organizational capabilities are not enough to comptite the industrial environment, firms need to change for build up brands. Second, the organizational change process of building up branding include the leader aware of the change need of branding, communicating the branding necessity, leading and facilitating of branding, making branding stretagis, initating the branding actions, developing the branding results, evaluating the branding results, and feedbacking the branding results. Third, the organizational change capabilities of branding process in Taiwan firms include the branding mindset resharping capability, the market-orention innovate capability, the product value adding capability, the brand management capability, the global resource logistic capability, and the employee self-manament and learning capability. Fourth, there are two effect factors of developing organizational change capability, the facitilaing factors which include the human resource input, the interorganizational learning, the industrial partnership, the former change action and the well-structure financial system and the barrier factors include the human resource lost, immersing in the past successful experiences, positioning organization in a worng potion, the insuffienent trust base, and the vague of authority and accountbility.

朱柔若譯，2000，社會研究法:質化與量化取向，台北：揚智文化
陳朝福，2003，組織轉型研究—新科學典範的創造性演化觀點，台灣大學商學研究所未出版博士論文
劉世閔、吳璟（2001）NVivo：新世紀的質性研究電腦輔助軟體。慈濟大學人文社會科學學刊, 1, 135-152。
Ansoff, H. I. 1987. Corporation Strategy (with an introduction by Sir John Harvey-Jones), Penguin, Harmondsworth, Middlesex, England, Revised Edition
Armenakis A. A. & Harris, S. G. 2002, Crafting a Change Message to Create Transformational readiness. Journal of Organizational Change Management. 15, 2, p169-183.
Armenakis, A. A., Harris, S. G., & Mossholder, K. W. 1993, Creating Readiness for Organizational Change. Human Relations, 46, p681-703.
Arthur K.Y., David O.U., Stephen W. N., Mary Ann Von G. (1999). Organizational Learning Capability, New York.:OXford University Press.
Balogun, J. and Hope Hailey, V. (2004) Exploring Strategic Change, 2nd edn (London: Prentice Hall).
Bartlem, C., & Locke, E. 1981, The Coch and French Study: A Critique and Reinterpretation. Human Relations. 34, 7, p555-566.
Beckard, R. & Harris, D. A. 1987, Organizational Transition: Managing Complex Change. Addison-Wesley, Reading, MA.
Burke W. Warner. 2002, Organization Change: Theory and Practice.
Burke W. W. and Litwin G. H.. 1992.A Causal Model of Organizational Performance and Change. Journal of Management. Vol. 18, Iss. 3, p.523-546
Burnes, B. (2004) Managing Change: A Strategic Approach to Organisational Dynamics, 4th edn (Harlow: Prentice Hall).
Camall, C. A. (2003) Managing Change in Organizations, 4th edn (Harlow: Prentice Hall).
Coch, L. & French, J. 1948. Overcoming Resistance to Change. Human Relations, 1, 4, p512-532.
Colenso, M. 2003. Kaizen Strategies: Improving Team Performance. UK: Pearson Education.
Eisenhardt K. M. & Martin J. A, 2000. Strategic Management Journal. 21, 10/11, p1105.
Gardner, G. 1977, Workers’ Participation: A Critical Evaluation of Coch and French. Human Relations, 30, 12, p1071-1078.
Greenwood, R. & Hinings, C. R. 1988. Organizational Design Types, Tracks and the Dynamics of Strategic Change. Organization Studies, 9, 3, p293-316.
Holton, E. F., Ⅲ. (Ed.). 1997. In Action: Leading Organizational Change. Alexandria, VA: American Society for Training and Development.
Johnson, G., K. Scholes, 1997. Exploring Corporate Strategy, 4th ed, Prentice, Lincoln, NE.
Jansen, K. J., 2000. The Emerging Dynamics of Change: Resistance, Readiness, and Momentum. Human Resource Planning. 23. 2. p53-55.
Jones, R. A., Jimmieson, N. L., & Griffiths, A. 2005, The Impact of Organizational Culture and Reshaping Capabilities on Change Implementation Success: The Mediating Role of Readiness for Change. Journal of Management Studies, 42, 2, p361-386.
Karim S and Mitchell W. 2000. Path-dependent and Path-breaking Change: Reconfiguring Business Resources Following Acquisitions in the U.S. Medical Sector, 1978-1995. Strategic Management Journal, 21: 1061-1081.
Kotter, J. P., 1995. How to Manage Change: Why Transformation Efforts Fail. Harvard Business Review, 73, 2, p59-67
Kotter, J. P. (1996) Leading Change (Boston, MA: Harvard Business School Press).
Lakoff, G. 1987. Woman, Fire, and Dangerous Things. Chicago University Press. Chicago, IL.
Lee, R. M., 1984. Bureaucracies, Bureaucrats, and Information Technology. Eur. J. Oper. Res., 18, p293-303.
Luecke, R. (2003) Managing Change and Transition (Boston, MA: Harvard Business School Press).
Luo, Y. (2000). Dynamc capability in international expansion. Journal of World Business, vol.35, No 4. p355-378.
Miller, V. D., Johnson, J. R., & Grau, J. 1994. Antecedents to willingness to participate in a planned organizational change. Journal of Applied Communication Research, 22, p59-80.
Miller, D. & Chen, M,1994. Sources and Consequences of Competitive Inertia. Administrative Science Quarterly, 39, p1-15.
Mink, O., &Watkins, K. 1981. Implementing a competency-based program. In Models and Concepts for T&D/ HRD Academic Programs. Washington, DC: American Society for Training and Development.
Moran, J. W. and Brightman, B. K. (2001) 'Leading organizational change'. Career Development International, 6(2), pp. 111-118.
Mudambi, R., P. Doyle and V. Wong (1997) An exploration od branding in industrial market. Industrial Maketing Management, 26, p423-446
Nelson, L., 2003. A Case Study in Organisational Change: Implications for Theory. The Learning Organization, 10, 1, p18-30.
Nevis, E.C., DiBella, A.J., and Gould, J.M. (1998). How Organizations Learn, San Francisco: Jossey-Bass.
Okumus, F. and Hemmington, N. (1998) 'Barriers and resistance to change in hotel firms: an investigation at unit level', International Journal of Contemporary Hospitality Management, 10(7), pp. 283-288.
Paton, R. A. and McCalman, J. (2000) Change Management: A Guide to Effective Implementation, 2nd edn (London: SAGE Publications).
Pfeffer, J. 1994. Competitive Advantage Through People: Unleashing the Power of the Work Force. Boston: Harvard Business School Press.
Rieley, J. B. and Clarkson, I. (2001) 'The impact of change on performance', Journal of Change Management, 2(2), pp. 160-172.
Rorty, R. 1991. Objectively, Relativism, and Truth. Cambridge University Press. Cambridge, UK.
Rosenbloom, R. S. 2000. Leadership, Capability, and Technological Change: the Transformation of NCR in the Electronic ERA. Strategic Management Journal. 21, p1083-1103.
Senior, B. (2002) Organisational Change, 2nd edn (London: Prentice Hall).
Tsoukas H., & Chia R. 2002, On Organizational Becoming: Rethinking Organizational Change. Organization Science, 13. 5. p567-582.
Tenkasi, R. V., & R. J. Boland. 1993. Locating Meaning Making in Organizational Learning: The Narrative Basis of Cognition. Research of Organizational Change and Development. 7, p77-103.Wanberg, C. R. & Banas, J. T. 2000. Predictors and outcomes of openness to change in a reorganizing workplace. Journal of Applied Psychology, 85, p132-142.
Zammuto, R. F. & Krakower, J. 1991. Quantitative and Qualitative Studies of Organizational Culture. In Woodman, R. W. & Paassmore, W. A. (Eds), Research in Organizational Change and Development, JAI Press, Greenwich, CT. p83-144.
Weick, K., 1979. The Social Psychology of Organizing. 2nd ed. Addison-Wesley, Reading, MA.
Weick K. E. and Quinn R. E.,1999. Organizational Change and Development. Annual Review of Psychology.Vol. 50, p361-386
Van de Ven, A. H., & Poole, M. S. 1995. Explaining development and change in organizations. Academy of Management Review, 20, p510-540.