雲端服務代理商在數位轉型發展中扮演重的角色，然而雲端產業的快速發展導致代理商面臨嚴峻的市場競爭壓力。本研究以C公司，台灣最早代理雲服務的廠商之一，為研究個案，探討其企業成長路徑與產業未來方向。本研究結合四項理論（競爭策略理論、企業成長理論、路徑依賴理論與組織關鍵活動），且從策略、組織與路徑三個層面進行綜合分析。再經由個案分析和訪談，結果發現三項研究命題皆是成立：1) 為了達到成功，企業在採取成長發展策略後，組織關鍵活動會變動；2) 採取成長發展策略後，企業需要有效的成長路徑，並克服路徑依賴，來提昇公司的利潤率水準；3) 為增強企業在代理市場的核心競爭優勢，不同的路徑會需要針對組織關鍵活動進行不同的調整。本研究補足了以往文獻中對「組織關鍵活動（OCA）」與「企業成長路徑」間互動關係探討的不足，並提供企業資源配置與產業政策制定的具體依據。

Cloud service agents play a crucial role in digital transformation; however, the rapid growth of the cloud industry has intensified market competition among these agents. This study uses Company C, one of the earliest cloud service agents in Taiwan, as a case study to explore its growth path and future industry direction. This research combines four theories (Competitive Strategy Theory, Corporate Growth Theory, Path Dependence Theory, and Organizational Critical Activities), and conducts a comprehensive analysis from three aspects: strategy, organization, and path. Through case analysis and interviews, the findings support all three research propositions: 1) For a company to succeed, its organizational critical activities must change in response to adopted growth strategies; 2) After implementing growth strategies, a company must establish effective growth paths and overcome path dependence to enhance profit margins; 3) To strengthen a company‘s core competitive advantage in the agency market, different growth paths require corresponding adjustments to organizational critical activities. This study bridges a gap in previous literature on the interaction between "Organizational Critical Activities (OCA)" and "Corporate Growth Paths". It also offers practical insights for corporate resource allocation and industry policy formulation.

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