過去台灣中小企業的競爭優勢曾為台灣創造經濟奇蹟，然而在現今產業的快速變遷與全球化的衝擊之下，傳統經營模式面臨前所未有的困境。因此，許多產業紛紛尋求變革與轉型，以期公司存續，而後再更進一步開創出新的發展契機。本研究以一家台灣傳統製造業為例，深入研究組織變革活動對其組織成員的影響。本研究採用個案研究法，探討組織變革介入方案對組織成員的影響，研究者以個案公司的三位高階主管為對象，透過深度訪談當事人及其重要關係人，並進行兩年的長期觀察與紀錄，廣泛收集資料與分析。研究結果發現，組織變革過程中組織成員在認知、情感與行為三種面向產生轉變，而變革資源的提供與落實及組織成員行為模式的相互影響乃是影響變革的關鍵要素。個案公司導入變革方案，歷經兩年蛻變，不僅組織成員在變，組織發展的效益也漸漸浮現，從個案公司變革過程中組織成員的心理反應與行為改變，更彰顯「人」的因素在變革過程中的重要性。研究結果可作為組織變革的學術研究與實務應用之參考。

The aim of the research is to explore psychological and behavioral changes of organizational members in their experience of organizational change process. An in-depth case analysis approach is applied in the current project, which involves long-term observations for two years and interviews of three senior managers in a medium-sized manufacture enterprise in Taiwan. The results show that organizational members experience all cognitive, behavioral and emotional changes during the process. Nevertheless, the interaction between the availability of resources provided by the organization for the work of organizational change and the changes of behavioral patterns of organizational members turns out to be a critical factor for the success of organizational change process. Furthermore, rather than the change agent, it is the change of the system that influences the behavioral patterns of the employees, which in turn, improves the productivity. The results provide researchers and business managers a basis for their discussion on the future successful organizational change in terms of changes happening in individual organizational members and their influences.