研究採質化研究，透過文獻歸納的方式，找出領導者動態能力與組織動態能力之關聯性及適配性。經由探討學者們對於動態能力研究相關文獻後，歸納出組織動態能力有三個主要要素，分別為「能力所有權」、「能力配置」及「能力提升」；再以五位企業領導者的案例，歸納出領導者動態能力三個主要要素，分別為「管理人力資本」、「管理社會資本」及「管理認知」，並且發展出九個命題。
研究結果發現，組織動態能力與領導者動態能力之關聯性如下:
一、能力提升與管理人力資本有正向關係
二、能力所有權與管理社會資本有正向關係
三、能力配置與管理認知有正向關係
從研究結果亦得知，組織動態能力的形成，與領導者動態能力有正向關係；亦即，企業中的領導者必需培養本身的動態能力，以提升組織的動態能力。且領導者動態能力皆以人為根本，無論是培養企業員工的能力，或是運用企業內、外部人員的能力或知識，結合領導者本身特有的管理認知，發揮企業以人為本的觀念，進而培養出領導者本身的動態能力，使組織能創造出本身的動態能力，因應外界不斷變化的環境，使組織更具競爭力。

The purpose of this research is to find out the relationships and fitness between the leaders’ dynamic capabilities and organizational dynamic capabilities. The method used in this research is a qualitative approach by inducing the related literatures. 
After reviewing the related literatures of dynamic capabilities, we induced three main elements of organizational dynamic capabilities: capability possession, capability deployment, and capability upgrading. Furthermore,  we take actual examples of five outstanding enterprise leaders, and induced three main elements of leader’s dynamic capabilities: managerial human  
capital, managerial social capital, and managerial cognition. According to those elements, then we developed nine propositions. 
The research findings are as following:
1.	Capability upgrading and managerial human capital has positive relationship.
2.	Capability possession and managerial social capital has positive relationship.
3.	Capability deployment and managerial cognition has positive relationship.
By summary, we can deduce that organizational dynamiccapabilities and the leaders’dynamic capabilities have positive relationships; that is, the enterprise leaders have to cultivate their dynamic capabilities to enhance the organizational dynamic capabilities. And we find “human” would be the fundamentality of leaders’ dynamic capabilities. No matter cultivating employees’ abilities or exercising abilities and knowledge of external and internal personnel, if enterprises could combine unique managerial cognition of leaders to carry forward the “Human Base” conception, it can cultivate leaders’ dynamic capabilities and then forward to create organizations’ dynamic capabilities to obtain the competitive advantage.

目  錄
目錄…………………………………………………………I
表次…………………………………………………………III
圖次…………………………………………………………IV
第一章 緒論…………………………………………………1
第一節 研究背景與動機………………………………………1
第二節 研究目的………………………………………………3
第三節 研究設計………………………………………………3
一、研究範圍與架構 ……………………………………3
二、研究方法 ……………………………………………4
第二章 組織動態能力相關研究……………………………6
第一節 動態能力的定義 ………………………………………6
第二節 動態能力的構面 ………………………………………10
一、 Teece 等學者之構面……………………………….10
二、 Leonard-Barton之構面 …………………………….17
三、 Bierly 與 Chakrabarti 之構面  ………………….18
四、 Eisenhardt 與 Martin 之構面 ………………….18
五、 Luo 之構面   …………………………………….20
      第三節 動態能力構面之歸納  ………………………………24
第三章  領導者動態能力相關研究 ………………………28
第一節 管理人力資本  ………………………………………28
第二節 管理社會資本  ………………………………………34
第三節 管理認知  ……………………………………………38

第四章 領導者動態能力構面與組織動態能力構面
       相關性探討  ………………………………………44
第一節 能力提昇與管理人力資本之關聯性…………………44
第二節 能力所有權與管理社會資本之關聯性………………45
第三節 能力配置與管理認知之關聯性………………………46
     第四節 領導者動態能力與組織動態能力之關聯性…………47
第五章 結論與建議…………………………………………49
     第一節 結論……………………………………………………49
    第二節 管理意涵………………………………………………50
    第三節 研究限制………………………………………………51
    第四節 研究建議………………………………………………52
一、	學術上之建議………………………………………52
二、	實務上之建議............................................................53
參考文獻 ……………………………………………………54 
表次
表2-1動態能力定義彙總表……………………………………………9
表2-2 動態能力與動態市場類型………………………………………20
表2-3 動態能力衡量構面…………………………………………….24
表2-4 動態能力相關研究彙整表 ……………………………………25
表2-5 動態能力主要構面歸納 ………………………………………27
表3-1 領導者動態能力主要構面歸納……………………………….42
 
圖次
圖1-1 研究範圍及架構………………………………………………4
圖2-1 動態能力路徑圖………………………………………………16
圖3-1 動態管理能力：基本特性……………………………………28

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