本研究目的是以資源拼貼觀點探討企業由實體走向虛擬通路之歷程。選擇一間在台灣南部創立、以實體通路經營模式起家的台灣實體通路品牌的企業作為分析案例，透過個案分析的質性研究方法，以資源拼貼的角度切入解釋其關鍵活動和事件，描繪企業在資源有限的情形之下，如何透過重組手邊資源發展虛擬通路的歷程。本研究發現中小企業進行資源拼貼能達成發展虛擬通路的目標，且對企業有正面幫助；中小企業在進入虛擬通路時會面對困難，但是透過資源拼貼可以降低這些影響；資源拼貼的主要資源是管理者本身的能力與經驗；在虛實整合的強度關係中，並非每一階段是依序達成；企業從實體通路走向虛擬通路的通路衝突、競蝕效應並不顯著；企業進行虛實通路的發展與整合，能提升企業的銷售業績與整體形象；企業用資源拼貼的方式面對市場的快速變化；企業進行資源拼貼的方式與組織改變息息相關。
This thesis explores SMEs’ bricolage process from brick-and-mortar to brick-and-click. The researcher selects a physical channel retailer founded in southern Taiwan and uses this case analysis to explain its critical activities and events and exam-ine how it recombines the resources at hand to expand virtual channels in re-source-constrained environments.
The finding has revealed SMEs proceeding with recombination the resources at hand can achieve the goal of developing virtual channels and bring positive aid to itself. SMEs will confront challenges when establishing virtual channels, but through using bricolage resources at hand will reduce these impacts. Most “resources at hand” in bri-colage processes are contributed by the founders’ abilities and experiences. In the inten-sity of relationships of offline to online is not done in sequence. Channel conflict and cannibalization are not apparent in the process of click and mortar. Developing and in-tegrating physical and virtual channels promotes SMEs higher sale performance and good corporate image. SMEs facing the rapid environmental changes using bricolage resource at hand. The way SMEs applying bricolage resources at hand is closely linked with changing of enterprise.
