過去對電子教科書，鮮少以管理角度探索新進入的組織需具備何種動態能力以及需要培養或累積什麼資源，方能在既有廠商長期主導的環境中生存。本文研究目的為：(1)以資源基礎及動態觀點探討非傳統電子教科書業者所具備的能力；(2)建構非傳統電子教科書組織動態概念化架構和理論性命題。本研究挑選出具有代表性的非傳統電子教科書廠商為研究對像。經由半結構式深度訪談及紮根理論的分析方法，發展出五個動態能力關聯性的相關命題：(1)對非傳統電子教科書組織而言，創新能耐、資源開發能耐及商業化能耐為主要的專屬資產。而組織也必須擁有互補性資產，才能將專屬資產轉化為市場競爭力。(2)非傳統電子教科書組織需要透過合作、擁有某項技術優勢及資金資源的取得能力，才能獲得市場競爭力。(3)非傳統電子教科書組織必須具備移動性能力才能產生持久的市場競爭力。(4)吸收能力、靈活能力及調整能力組成非傳統電子教科書組織的動態能力，並且是一種互動的動態關係。(5)非傳統教科書廠商的移動性能力轉化自動態能力。做為非傳統電子教科書新進組織者在實務運作及後續理論研究的參考。

In the past, digital textbooks were rarely explored from a management perspective to discover what kind of dynamic capabilities and what type of resources new organizations need to cultivate or accumulate in order to survive in a market dominated by existing suppliers. The purpose of this research is (1) to explore the capabilities possessed by nontraditional digital textbook suppliers from the perspective of resources and dynamic elements, and (2) to construct conceptual structures and theoretical propositions for nontraditional textbook organizations. The researchers selected leading non-traditional digital textbook suppliers as research subjects. After two rounds of in-depth interviews, textual analysis, and decoding based on grounded theory, the researchers constructed five propositions related to dynamic capabilities and elements of operational references for new non-traditional textbook organizations. (1) Innovation, resource development, and commercialization are the main exclusive assets for non-traditional digital textbook organizations. However, these organizations also require complementary assets to be able to convert exclusive assets into market competitiveness. (2) Non-traditional digital textbook organizations must collaborate with others, possess a technical advantage, and have the ability to secure funding to achieve market competitiveness. (3) Non-traditional digital textbook organizations must possess mobility to create lasting market competitiveness. (4) Absorptivity, flexibility, and adjustability make up the dynamic capabilities of a nontraditional digital textbook organization, and the relationship between those capabilities and the organization is interactive. (5) The mobility of a non-traditional digital textbook organization is converted from its dynamic capabilities. The above propositions are references for non-traditional digital textbook organizations during actual operations and future theoretical research.