本文之研究目的在於解釋，虹光為何能夠在不被傳統產業組織分析方法（S-C-P典範）看好的掃描器產業中，獲取高額的經濟租。在理論架構上，本文以動態能力的架構來分析虹光的各項特質。本文研究結果初步顯示，虹光的動態能力，在於其能利用中小型企業的優勢，並藉著良好的集權式管理使組織達到快速整合、學習以及重整的功用，再加上明確的技術優先定位、有效率的生產流程、穩定的財務操作以及良好的專業代工形象，並靠著台灣完整的衛星製造體系和多樣化的產品使其能在不被看好的掃描器產業中創造策略優勢。

The purpose of this study is to explain how Avision, a Taiwanese scanner firm, is able to acquire high economic rents in their industry. Arguing against the industrial organization school insistent on an S-C-P (structure-conduct- performance) approach, we emphasize that firms could build and sustain strategic advantage in a highly unattractive industry. To do this, we apply the newly developed notion of dynamic capabilities to Avision who outperforms its domestic competitors. Our results show that appreciation of organizational process, national and market position, and path dependence all matters to Avision's success.

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