金融產業隨著資訊科技浪潮的推進，已邁入 FinTech 3.0 與 Bank 4.0 時代。在技術演進與政策制度的推動之下，多元化金融場景逐漸形成。由主管機關、金融機構與新創業者共同構成的金融科技生態系統，也在此脈絡下蓬勃發展。然而，基於金融業高度監管的特性，新創團隊普遍傾向與既存金融機構進行合作；與此同時，傳統金融機構也因快速迭代的技術面趨勢，面臨深刻的數位轉型壓力。當新創業者與金融機構發展出日漸深刻的雙向合作需求，新創加速器（Startup Accelerator）的中介者角色之重要性也日益提升。
在政策、技術與利害關係人需求瞬息萬變的動態生態系統中，加速器必須透過「組織學習（Organizational Learning）」進行動態調適，方能持續發揮輔導新創業者成長的效果。然而，過往文獻多聚焦於新創業者在創業環境中的動態調適，較少對「加速器」本身的組織學習行為進行探討；且國內對加速器研究多屬通用型討論，鮮少針對除了面臨創新技術之高度變動性，還深受產業高度監管特性影響的「金融科技領域」之新創加速器進行深究。
因此，本論文以我國最具代表性之金融科技新創加速器「金融科技創新園區（FinTechSpace）」做為研究個案，以環境、組織條件、生態系統與組織學習等四構面所形成的研究架構進行個案研究。在方法上結合半結構式訪談與次級資料蒐集，對個案組織進行深度的質性研究，並得到了以下的主要結論 :
一、金融科技新創加速器在組織學習的過程中，除了在環境面會因為金融業的環境高度變化性而著重對環境的偵測，也會因其自身在生態系統當中的中介者角色，而著重對各方利害關係人需求的洞察。
二、金融科技新創加速器在組織學習的過程中，會動態調整其組織雙元性(探索與利用)的創新組合。
三、金融科技新創加速器會因為技術演進與利害關係人需求的轉變，而靈活調整其組織學習的型態。

四、金融科技新創加速器之營運策略與組織學習行為，會受到高度監管性與合規性需求等制度性因素，以及其是否具官方色彩的組織特性之影響。

五、金融科技新創加速器的「開放氛圍」、「實驗心態」以及與利害關係人之間的協作等因素，皆會對其組織學習產生促進性的效果。

六、金融科技新創加速器會透過有效的組織學習，來提升其對於新創業者的加值，並使自身發展出超越傳統加速器的功能。

本研究最後並提出學術上與實務上的意涵，以及後續研究的建議。

Driven by the wave of information technology, the financial industry has entered the era of FinTech 3.0 and Bank 4.0. Under the iteration of technology and the shaping of policy, diversified financial scenarios have emerged, and the fintech ecosystem—comprising regulatory authorities, financial institutions, and startups—has flourished within this context. However, based on the highly regulated nature of the financial industry, startups generally tend to cooperate with existing financial institutions; meanwhile, traditional financial institutions also face profound pressures for digital transformation due to rapidly iterating technological trends. As startups and financial institutions develop increasingly deep mutual cooperation demands, the intermediary role of startup accelerators becomes even more critical.
In a dynamic ecosystem where policies, technologies, and the needs of stakeholders change rapidly, accelerators must engage in dynamic adaptation through "Organizational Learning" to continuously exert their effectiveness in mentoring the growth of startups. However, past literature has mostly focused on the dynamic adaptation of startups within the entrepreneurial environment, with less discussion on the Organizational Learning behavior of "accelerators" themselves; furthermore, domestic research on accelerators mostly consists of general discussions, rarely delving deeply into the fintech field, which, besides facing high volatility in innovative technologies, is heavily influenced by the industry's highly regulated nature.
Therefore, this thesis specifically focuses on “FinTechSpace”, the most representative fintech startup accelerator in Taiwan. It conducts an in-depth study using a research framework built upon four dimensions: environment, organizational conditions, ecosystem, and Organizational Learning. Methodologically, this study combines semi-structured interviews with secondary data collection to perform a in-depth qualitative analysis of the case, yielding the following primary conclusions:

1. In the process of Organizational Learning, fintech startup accelerators, in addition to emphasizing environmental scanning due to the high environmental volatility of the financial industry, also focus on insight into the needs of various stakeholders because of their own intermediary role in the ecosystem.
2. In the process of Organizational Learning, fintech startup accelerators manifest organizational ambidexterity by dynamically recalibrate the balance between exploration and exploitation.
3. Fintech startup accelerators flexibly adjust their modes of Organizational Learning in accordance with the context of technological evolution and changing stakeholder needs.
4. The operational strategies and Organizational Learning behaviors of fintech startup accelerators are influenced by institutional factors such as high regulation and compliance requirements, as well as organizational characteristics regarding whether or not they possess an official background.
5. Factors such as “Climate of Openness”, “Experimental Mindset”, as well as collaboration with stakeholders all facilitate the effectiveness of fintech startup accelerators’ Organizational Learning.
6. Through effective Organizational Learning, fintech startup accelerators strengthen their value-add to startups and enable themselves to develop functions that transcend traditional accelerators.
Finally, this study presents academic and practical implications, as well as suggestions for future research.

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