多角化成長一直是策略管理的重要課題，對於一家欲以多角化策略追求成長的企業而言，最重要也最根本的問題應該是去思考相關多角化的「相關性」從何而來？是由外而內的「機會選擇」概念抑或是由內而外的「能力建構」概念？本研究透過個案研究法，深入探討企業多角化成長之策略邏輯，期對於企業多角化成長模式提出探索性觀點。
本研究以復盛集團為主要研究個案，運用動態能力架構觀察集團在各個階段的資源佈局與能耐結構，並結合外部環境之變化，以勾勒出復盛集團之動態能力演進過程；另外，本研究更進一步透過企業協同凝聚(Corporate Coherence)的角度，探討復盛集團之多角化策略選擇，並探究企業協同凝聚與動態能力之關係，以歸納企業追求多角化成長策略之根本邏輯。

iversification has always been the empirical domain of theorists of strategic management. However, prior researches lack to show how relatedness being achieved. This thesis, therefore, focused on the achievement of relatedness to complement this theoretical gap. This research selected Fu Sheng Group as research target and adopted a single case study method to explore how a firm can achieve relatedness through various strategic imperatives.
The findings of this thesis showed that despite the characteristics of industries that Fu Sheng owned are quite diverse, the dominant logic and resource deployment of Fu Sheng Group’s entering in these three industries are quite consistent. Therefore, this research concluded that Fu Sheng Group’s diversification strategy choices are leaded by dynamic corporate coherence.