本論文旨在研究金融服務業在發展數位創新與數位轉型策略的具體管理作為和實施建議。過去的相關文獻儘管提到企業應對於數位創新與數位轉型策略議題需要重視，但對如何制定和實施此類創新與轉型策略缺乏理解。為能解決這一研究缺口，本研究以台灣金融服務提供商 E公司為探究對象為個案研究，以探討E公司在數位創新與數位轉型策略發展是如何制定和實施。
透過本研究結果發現，成功的數位創新和數位轉型策略開發需要整合既有策略和商業模式活動，同時強調高階主管的領導參與、利害關係人的積極參與能促進數位創新與數位轉型策略的開發；此外，進一步的以整合性管理方式進行策略制定和實施能為企業在開發數位創新和數位轉型策略提供明確的管理框架。整體而言，本研究透過理解E公司數位金融創新的發展個案，為企業在進行數位創新與數位轉型發展提供具體的管理建議。本研究結果除能進一步提供企業發展數位經營的策略建構與具體建議之外，更以整合性的管理觀點填補過往的研究缺口。最後，本研究對於企業欲進行數位創新與數位轉型策略建構提供一管理框架並提出具體的管理建議。

The study addresses the research gap on how digital innovation (DI) and digital transformation strategies (DTS) can be developed and implemented for financial service firms. The study argue that while many organizations recognize the need for DI and DTS, there is a lack of understanding on how to develop and implement such strategies. To address this gap, the study conducted an interpretive in-depth case study of Taiwan financial services provider- E company- to explore how they formulated and implemented their DI and DTS.
The findings suggest that successful DI and DTS development requires both strategic and operational activities that need to be integrated while emphasizing leadership involvement, stakeholder engagement, and an iterative approach to DTS development. The study integrated management view on formulation and implementation provides a useful framework for organizations seeking to develop their own DI and DTS. In conclusion, this study provides valuable insights into the development of digital transformation strategies in traditional industries through an interpretive case study approach. The study findings address a significant research gap by providing guidance on how organizations can develop and implement their own DI and DTS. The study' integrated management view on DI and DTS formulation and implementation provides a useful framework for organizations seeking to navigate the complex process of developing a successful DI and DTS.

摘要 ............................................................................................................................................ i
Abstract ..................................................................................................................................... ii
致謝詞 ...................................................................................................................................... iii
目錄 .......................................................................................................................................... iv
圖目錄 ....................................................................................................................................... v
表目錄 ...................................................................................................................................... vi
第一章、緒論 ........................................................................................................................... 1
1.1 研究動機與背景 ............................................................................................................ 1
1.2 研究目的 ........................................................................................................................ 2
1.3 研究流程 ........................................................................................................................ 2
第二章、文獻探討 ................................................................................................................... 3
2.1 數位創新與數位轉型 .................................................................................................... 3
2.2 金融服務業的PEST分析與五力分析 ......................................................................... 5
2.3 數位創新與數位化策略的形成與實施 ........................................................................ 6
2.4 金融數位創新與數位轉型之採用 ................................................................................ 7
第三章、研究方法 ................................................................................................................... 9
3.1 個案研究法 .................................................................................................................... 9
3.2 研究對象與資料收集 .................................................................................................... 9
3.3 資料分析 ...................................................................................................................... 10
第四章、研究結果 ................................................................................................................. 11
4.1金融業的數位創新與數位化運用概況 ....................................................................... 11
4.2 E公司的數位金融創新與數位化運用 ........................................................................ 18
第五章、結論與貢獻 ............................................................................................................. 34
5.1 理論貢獻 ...................................................................................................................... 34
5.2 實務建議 ...................................................................................................................... 34
參考文獻 ................................................................................................................................. 37

Altman, E. J., Nagle, F., & Tushman, M. (2015). Innovating without information constraints: Organizations, communities, and innovation when information costs approach zero. The Oxford Handbook of Creativity, Innovation, and Entrepreneurship. Oxford University Press, New York, 353-379.
Arvidsson, V., Holmström, J., & Lyytinen, K. (2014). Information systems use as strategy practice: A multi-dimensional view of strategic information system implementation and use. The Journal of Strategic Information Systems, 23(1), 45-61.
Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. V. (2013). Digital business strategy: toward a next generation of insights. MIS quarterly, 471-482.
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550.
Fichman, R. G. (2004). Going beyond the dominant paradigm for information technology innovation research: Emerging concepts and methods. Journal of the association for information systems, 5(8), 314-355.
Aguilar, F. (1967). Scanning the business environment. New York: The Macmilan Company. 239. Gai, K., Qiu, M., & Sun, X. (2018). A survey on FinTech. Journal of Network and Computer Applications, 103, 262-273. Giddens, A. (1984). 1984 The constitution of society: Outline of the theory of structuration. Berkeley, CA: University of California Press. Gimpel, H., Hosseini, S., Huber, R., Probst, L., Röglinger, M., & Faisst, U. (2018). Structuring digital transformation: a framework of action fields and itsapplication at ZEISS. Journal of Information Technology Theory and Application (JITTA), 19(1), 3. Gregory, R. W., Kaganer, E., Henfridsson, O., & Ruch, T. J. (2018). IT consumerization and the transformation of IT governance. Mis Quarterly, 42(4), 1225-1253. Henfridsson, O., & Bygstad, B. (2013). The generative mechanisms of digital infrastructure evolution. MIS quarterly, 907-931. Henfridsson, O., & Lind, M. (2014). Information systems strategizing, organizational sub-communities, and the emergence of a sustainability strategy. The Journal of Strategic Information Systems, 23(1), 11-28. Hess, T., Matt, C., Benlian, A., & Wiesböck, F. (2016). Options for formulating a digital transformation strategy. MIS Quarterly Executive, 15(2).
Hinings, B., Gegenhuber, T., & Greenwood, R. (2018). Digital innovation and transformation: An institutional perspective. Information and Organization, 28(1), 52-61.
Johnson, G., Melin, L., & Whittington, R. (2003). Micro strategy and strategizing: towards an activity‐based view. Journal of management studies, 40(1), 3-22.
Jonker, N. (2019). What drives the adoption of crypto-payments by online retailers?. Electronic Commerce Research and Applications, 35, 100848.
Kane, G. C. (2017). Digital innovation lights the fuse for better health care outcomes. MIT Sloan Management Review, 59(1).
Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2015). Strategy, not technology, drives digital transformation. MIT Sloan Management Review, 14,1-25.
Kaplan, S. (2007). Strategy as practice: An activity-based approach. SAGE Publications, Thousand Oaks, California
Kohli, R., & Melville, N. P. (2019). Digital innovation: A review and synthesis. Information Systems Journal, 29(1), 200-223.
Lee, I., & Shin, Y. J. (2018). Fintech: Ecosystem, business models, investment decisions, and challenges. Business horizons, 61(1), 35-46. Li, L., Su, F., Zhang, W., & Mao, J. Y. (2018). Digital transformation by SME entrepreneurs: A capability perspective. Information Systems Journal, 28(6), 1129-1157.
Marabelli, M., & Galliers, R. D. (2017). A reflection on information systems strategizing: the role of power and everyday practices. Information Systems Journal, 27(3), 347-366. Mikkel, F., Cynthia, S., & Michael, S. (2016). The Management of Visibilities in the Digital Age, Introduction to Special Issue. International Journal of Communication, 10, 98-109.
Morakanyane, R., Grace, A. A., & O'reilly, P. (2017). Conceptualizing digital transformation in business organizations: A systematic review of literature. ature. In: Blede Conference, Bled, Slovenia, 427–444. Nambisan, S., Lyytinen, K., Majchrzak, A., & Song, M. (2017). Digital innovation management. MIS quarterly, 41(1), 223-238.
Paavola, R., Hallikainen, P., & Elbanna, A. (2017). Role of middle managers in modular digital transformation: the case of Servu.
Porter, M. E., & Strategy, C. (1980). Techniques for analyzing industries and competitors. Competitive Strategy. New York: Free. Remane, G., Hanelt, A., Hildebrandt, B., & Kolbe, L. (2016). Changes in digital business model types–a longitudinal study of technology startups from the mobility sector.
SAP, 2017. SAP Study Reveals Four Key Traits of a Digital Transformation Leader, (8/04/2023)
Senyo, P. K., Liu, K., & Effah, J. (2019). Digital business ecosystem: Literature review and a framework for future research. International journal of information management, 47, 52-64.
Svahn, F., Mathiassen, L., & Lindgren, R. (2017). Embracing Digital Innovation in Incumbent Firms. MIS quarterly, 41(1), 239-254.
Teubner, R. A. (2013). Information systems strategy: Theory, practice, and challenges for future research. Business & Information Systems Engineering, 5, 243-257.
Vargo, S. L., & Lusch, R. F. (2012). The nature and understanding of value: A service-dominant logic perspective. In Special issue–toward a better understanding of the role of value in markets and marketing (Vol. 9, pp. 1-12). Emerald Group Publishing Limited.
Vega, A., & Chiasson, M. (2019). A comprehensive framework to research digital innovation: The joint use of the systems of innovation and critical realism. The Journal of Strategic Information Systems, 28(3), 242-256.
Vial, G. (2019). Understanding digital transformation: A review and a research agenda. The journal of strategic information systems, 28(2), 118-144.
Yeow, A., Soh, C., & Hansen, R. (2018). Aligning with new digital strategy: A dynamic capabilities approach. The Journal of Strategic Information Systems, 27(1), 43-58.
Yin, R. K. (2003). Applications of case study research (2nd ed.). London: Sage.
Yin, R. K. (2014). Case study research: Design and methods (5th ed.). Thousand Oaks, CA: Sage.
Yoo, Y., Henfridsson, O., & Lyytinen, K. (2010). Research commentary—the new organizing logic of digital innovation: an agenda for information systems research. Information systems research, 21(4), 724-735.
Zuppo, C. M. (2012). Defining ICT in a boundaryless world: The development of a working hierarchy. International journal of managing information technology, 4(3), 13-22.