2024 年人工智慧（AI）浪潮帶動台灣原設計製造商（ODM）地位劇烈變動，然而在相同的宏觀環境下，各企業的轉型成效卻呈現顯著分歧。本研究旨在探討：為何面對 2013 年紅色供應鏈崛起所構成的相同「場域衝擊（Field Jolts）」，台灣五大 ODM 廠（電子五哥）最終的策略重心與競爭優勢會產生巨大差異？本研究整合「制度創新（Institutional Entrepreneurship）」與「邏輯多重性（Logic Multiplicity）」觀點，並運用 LIWC 文本探勘技術分析 2013 至 2023 年間之致股東報告書、訪談及新聞稿。研究發現，五大代工廠因初始社會位置不同，和截然不同的主導邏輯，會形塑不同的邏輯多重性（Logic Multiplicity）。擁有「主導型」（Dominant）邏輯配置的企業（如廣達），能以較低的認知摩擦力跨越「解除學習（Unlearning）」的門檻；面臨「競爭型」（Contested）邏輯狀態的企業（如緯創），則透過組織切割的結構解方，成功發起「發散型變革（Divergent Change）」；反之，深陷「疏離型」（Estranged）邏輯衝突或排斥狀態的企業（如和碩、仁寶），則因受制於傳統「制度化模板」（Institutionalized Template）的慣性而轉型遲滯。本研究填補代工廠主動改變制度地位的實務缺口，透過內在認知和外在社會突破，將外部危機轉化為轉型的契機。;The 2024 Artificial Intelligence (AI) wave has triggered a profound shift in the standing of Taiwan’s Original Design Manufacturers (ODMs). However， despite sharing the same macro-environment， individual firms have exhibited significant divergence in their transformation outcomes. This study investigates why the five major Taiwanese ODM firms (the "Big Five") developed vastly different strategic focuses and competitive advantages when faced with identical "Field Jolts" triggered by the rise of the "red supply chain" in 2013. Integrating the perspectives of "Institutional Entrepreneurship" and "Logic Multiplicity，" this research utilizes LIWC (Linguistic Inquiry and Word Count) text-mining technology to analyze Annual reports to shareholders， interviews， and press releases from 2013 to 2023. The findings reveal that differences in initial social positions and distinct dominant logics shaped varied configurations of logic multiplicity across the firms. Specifically， firms with a "Dominant" logic configuration (e.g.， Quanta) managed to overcome "Unlearning" thresholds with minimal cognitive friction. Firms facing a "Contested" logic state (e.g.， Wistron) successfully initiated "Divergent Change" through structural solutions such as organizational spin-offs. Conversely， firms mired in "Estranged" logic conflicts (e.g.， Pegatron， Compal) experienced transformation stagnation due to the inertia of traditional "Institutionalized Templates." This study bridges the practical gap regarding how ODMs proactively alter their institutional status， demonstrating how internal cognitive and external social breakthroughs can transform external crises into opportunities for strategic renewal.
