自2020年起，新冠疫情、去全球化、地緣衝突等一系列的事件，太多的不確定性洶湧而至。即興管理因其在應對環境的不確定性和快速響應方面具有良好的效果，被越來越多的研究所提及。過去的研究確定了兩種數位能力： IT 基礎設施和資訊管理能力可以幫助組織在面臨意外時更好的釋放其即興管理的能力。
本研究採取個案研究法，對曜越科技在面臨疫情的衝擊時，活用數位能力幫助其釋放即興管理能力，創建單車事業的過程進行分析。根據不同情境下，發揮的三種不同程度的即興管理，將其分為三個階段，並依次探討數位能力在其中是如何釋放即興管理能力的。研究發現，成功的即興管理並不存在通用的方法。根據情境的不同，發揮不同程度的即興管理。IT基礎設施是即興管理發揮的基礎。資訊管理能力則能幫助企業更好的發揮創造力，提出創新的解決方式。另外，組織應該根據自身的產業特性制定長期的資訊管理戰略，可以優先發展一部分最需要的數位能力，以應對企業可能面臨的突發狀況。

Since 2020, there are too many uncertainties coming from a series of events such as the new crown epidemic, de-globalization, and geopolitical conflicts. Managerial improvisation is increasingly mentioned in studies because of its effectiveness in dealing with environmental uncertainties and rapid response. Past research has identified two digital capabilities: IT infrastructure and information management capabilities that can help organizations better unleash their improvisation capabilities in the face of the unexpected.
This study takes a case study approach to analyze Thermaltake's use of digital technology to help unleash its improvisation capabilities to create a cycling business when faced with the impact of the epidemic. Based on the three different levels of managerial improvisation in different contexts, it was divided into three stages and explored how digital capabilities were used to unleash managerial improvisation capabilities. The study found that there is no universal approach to successful managerial improvisation. IT infrastructure is the foundation for successful managerial improvisation. Information management capabilities can help companies be more creative and come up with innovative solutions. In addition, organizations should develop a long-term information management strategy based on their own industry characteristics, and can prioritize the development of some of the most needed digital capabilities to deal with the unexpected situations that the company may face.

論文審定書 i
摘要 ii
Abstract iii
圖目錄 vii
表目錄 viii
第一章 緒論 1
第一節 研究背景 1
第二節 研究目的 2
第三節 研究流程 2
第二章 文獻探討 4
第一節 即興管理 4
第二節 即興管理的影響因素 6
第三節 即興管理的類別 9
第四節 數位能力在即興管理中的作用 11
第三章 研究方法 14
第一節 研究方法 14
第二節 研究對象 15
一、公司主營業務 15
二、個案代表性 19
第三節 資料來源 20
第四節 訪談執行 20
第四章 個案發展 21
第一節 個案背景 21
一、Covid-19的來襲 21
二、舉辦線上電腦展 22
三、拍攝花東騎行影片 23
四、公司原有的單車文化 24
五、二次創業 25
六、代理與創立品牌的抉擇 26
七、「行銷先行」的線上行銷策略 28
八、體驗式電商平台的建構 29
九、線下旗艦店的開設 30
第二節 關鍵因素 31
第五章 研究發現 35
第一節 有限即興管理辦線上新品展 35
第二節 發現即興管理重振團隊士氣 37
第三節 全面即興管理建立單車事業 38
一、洞察需求及洽談代理 40
二、數位行銷策略 41
三、線上商城及線下旗艦店 41
第六章 研究結論 43
第一節 結論及管理意涵 43
一、即興管理的應用及疫情觸因的特點 43
二、數位能力在即興管理中的作用 43
三、組織相關因素在即興管理中的作用 45
四、不同程度的即興管理 47
第二節 研究貢獻 47
第三節 研究限制 48
第四節 未來建議 48
參考文獻 49
附錄 56

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