如製造業欲實行製造業服務化概念，第一步總是最難決定。因此，這項研究的目的是提供台灣扣件產業對於製造業服務化概念，一個實際採行內容分析。本研究採用動態能耐和作業性能耐為主要兩大構面的一個研究框架，這是由Gebauer等人在2012）所發展的分析框架。本研究探討企業如何在開始抓住機遇，感測機遇和重新配置企業資源。這項研究希望能發現有關企業如何運營再結構化組織企業能耐以支撐企業戰略。對作業面能耐，重點在於企業文化，績效評估系統，人力資源，創新過程和組織結構。 動態能耐和作業性能耐作為本研究中的框架。動態能力可以分為三個部分，感知和形狀的機會和威脅，抓住機遇，通過加強和重新配置企業的無形資產和有形資產，以保持競爭力。在這項研究中，發現是該產品為導向的製造商只有在創建關鍵資源的價值和再分配融入企業文化。此外，產品為導向的生產廠家應建立在製造業和非製造業部門的評估程序。在另一方面，以結果為導向的製造商重新分配所有資源的組織中為他們的客戶提供卓越的使用體驗，還建立了一套服務面和非服務面衡量績效指標系統。此外，結果為導向的製造業會執行的品牌建立和通路經營的，支持企業戰略。此外，台灣扣件產業能夠了解自身擁有的能耐之餘，並知悉如何踏實地實行製造業服務化。 有兩個理由說明這項研究的標的，選擇台灣扣件產業。首先，扣件產業在台灣擁有完整從上下游完整供應鏈。其次，其中在台灣一些扣件製造廠商已經成功執行製造業服務化，以加強於非價格競爭的競爭力。研究結果可分為，從能耐的角度具體探討執行內容，產品導向的服務以及結果為導向的服務之間的實際經驗。此外，這項研究指出兩種類型的產品服務化系統之間的相似與相異的能耐。 然而，這項研究的限制是，它僅選擇扣件產業。未來的研究方向可能會選擇其他行業的情況下，試圖找出這些行業中，對於製造業服務化，所需要能耐的相似性及長期觀察下，能耐擁有是否改變。 / As manufacturer adopts servitization to add value by adding services on their current value chain, the first step is always the hardest one. Thus this research aims to offer Taiwanese fastener industry insights to develop servitization. Moreover, it studies and recognizes what the key capabilities are that companies should have. This research uses the dynamic capability and operational capability, which were developed by Gebauer et al (2012) as the analytic framework. This research explores how enterprises initiate in seizing opportunities, sensing opportunities and reconfiguring corporate resources from dynamic capability perspective. Within the interview, this research hopes to discover findings on how business operations support corporate strategy. The research interview focuses on corporate culture, performance measurement systems, human resources, innovation process and organizational structures of operational capability perspective. There are two reasons why this research is focused on Taiwan’s fastener industry. Firstly, the fastener industry in Taiwan has a complete supply chain from upstream to downstream with an industry cluster. Secondly, some traditional industries such as fastener industry have adopted servitization to enhance the competitiveness for non-price competition. The results of the interviews include the capabilities that servitized companies have with the capability framework. Furthermore, the findings include practical experiences between product-oriented service and result-oriented service from capability perspective. This research also identifies the differences and similarities capabilities between two types of product-service system. Dynamic capability and operational capability are used as a framework within this research. Dynamic capability can be divided into three parts, to sense and shape opportunities and threats, to seize opportunities, and to maintain competitiveness through enhancing and reconfiguring the business enterprise’s intangible and tangible assets. During this research, the findings were that that product-oriented manufacturers only integrate corporate culture in value creation and reallocation of the key resources. In addition, product-oriented manufacturers should establish procedures for evaluation on manufacturing and non-manufacturing departments. On the other hand, the result-oriented manufacturers re-allocate all resources among the organization for a superb usage experience for their customers and also establish a set of service and non-service performance indicators for measurement systems. Additionally, the result-oriented company executes brand building and operates channels to support corporate strategy. Also, the Taiwanese fastener industry can ensure their own company's capabilities and understand how to perform servitization practically. However, this research focuses on the contents of capabilities that the companies initiate for servitization. The restriction of this research is that it only chooses the fastener industry. Future research directions may choose other industries as cases and try to find out similarities of capabilities for servitization among those industries.