從2020年初開始，新冠疫情的產生對全球經濟體系造成了非常深遠影響，而台灣伺服器產業因此加速轉型，試圖從既有的電腦領域中尋求下一個成長曲線。本研究旨在探討伺服器產業在快速變遷的世代與技術浪潮下，價值共創是否隨著外部環境的變化而有所調整，並進一步分析如何與相關利害關係人能夠如何共創價值並有效實現。尤其是在人工智慧（AI）等新興技術的興起與衝擊下，明顯可見伺服器產業迎來了新一波快速的成長動能，參與其中的眾多科技公司在與既有客戶、供應鏈廠商及相關合作夥伴的互動中，是否能透過激盪出新的契機共創價值，成為值得深究的研究議題。
研究聚焦於以下核心問題：「在伺服器產業跨界合作專案，如何透過利害關係人之間的協作共創價值？」為回答此問題，研究結合三大理論框架進行分析，包括價值共創理論、利害關係人管理理論與組織間互動理論。價值共創理論強調多方利害關係人透過協作與資源整合，共同創造超越個體能力的價值；利害關係人管理理論則提供了平衡多方利益的視角，幫助企業在多方需求中實現協同效益；組織間互動理論則著重於跨組織間的溝通、協調與合作機制，為價值共創的實現提供了實踐依據。
經過訪談與資料蒐集並分析後，本研究明確的發現指出，伺服器產業即使在面對快速變遷的技術與市場環境時，更需重新審視專案合作中的互動與協作方式，並透過適當的管理機制平衡多方利益，才有可能從而實現長期可持續發展的價值共創。研究成果對於伺服器產業在未來技術浪潮中的專案管理與價值創造提供了重要的實務與理論參考。

Since early 2020, the COVID-19 pandemic has profoundly disrupted the global economic system, creating widespread challenges and opportunities across industries. Taiwan's server industry, in particular, has responded by accelerating its transformation to identify new growth trajectories beyond its traditional focus on the computer sector. This study aims to explore whether value co-creation within the server industry has evolved in response to the rapidly changing external environment and technological advancements. Additionally, it examines how the industry can collaborate with key stakeholders to co-create and effectively realize value. The rise of emerging technologies, such as artificial intelligence (AI), has introduced significant disruptions while simultaneously injecting fresh momentum into the server industry. These developments have prompted technology companies to explore how interactions with customers, supply chain partners, and other collaborators can generate innovative opportunities for value co-creation. Understanding these dynamics has become a critical area of inquiry as the industry navigates this period of rapid transformation.
To address these challenges, this study focuses on two specific projects from the diverse customer base of Company H. Customer A represents a strategic target for Company H, as the company seeks to establish trust and cultivate a long-term partnership with this client. In contrast, Customer M is a long-standing partner with an established history of collaboration. By analyzing the projects associated with these two clients, this research examines the distinct strategies, collaborative approaches, and resource investments adopted by Company H. Through interviews and data collection, the study explores how the perceptions, goals, and willingness of various stakeholders influence the dynamics of these projects. Despite both projects being server-related, the strategies employed by Company H differ significantly based on the nature of the client relationship. The research delves into whether the goals and actions of Company H, its clients, and collaborating vendors are aligned and how these differences shape the outcomes and value generated in each project.
The central research question driving this study is: "How can value be co-created through stakeholder collaboration in cross-sector projects within the server industry?" To address this question, the study incorporates three theoretical frameworks: value co-creation theory, stakeholder management theory, and inter-organizational interaction theory. Value co-creation theory emphasizes the integration of resources and collaboration among multiple stakeholders to generate value that exceeds the capabilities of any single participant. Stakeholder management theory provides a lens for balancing the diverse interests of all parties involved, enabling organizations to achieve synergistic outcomes while addressing competing demands. Inter-organizational interaction theory focuses on the mechanisms of communication, coordination, and collaboration between organizations, offering a practical foundation for fostering value co-creation in complex, multi-stakeholder environments.
Drawing on these frameworks, the study identifies several key findings. Through interviews, data collection, and analysis, it becomes evident that the server industry, when confronted with rapidly evolving technological and market landscapes, must reassess its traditional approaches to project collaboration. The findings emphasize the importance of adopting flexible, adaptive collaboration strategies that align with the unique needs and dynamics of each project. Furthermore, balancing the interests of multiple stakeholders through effective management mechanisms is essential for achieving sustainable, long-term value co-creation. By fostering open communication, aligning objectives, and coordinating resources, companies can enhance the outcomes of cross-sector collaborations, even in the face of significant external challenges. For example, the study highlights how Customer A and Customer M required different levels of resource allocation and collaboration strategies due to their differing levels of trust and partnership maturity with Company H. These differences underscore the importance of tailoring collaboration approaches to the specific characteristics of each client.
This study offers both theoretical and practical implications for the server industry as it navigates future waves of technological innovation. The integration of value co-creation theory, stakeholder management theory, and inter-organizational interaction theory provides a robust framework for understanding how companies can drive innovation and growth through collaborative efforts. Practically, the findings underscore the importance of tailoring collaboration strategies to the specific characteristics of each client and project. Companies must remain agile and responsive to the evolving needs of their stakeholders, leveraging these partnerships to unlock new opportunities for growth and competitive advantage. Additionally, the study emphasizes the role of trust-building and resource alignment in creating long-term, sustainable value, particularly in an industry increasingly shaped by rapid technological advancements such as AI.
In conclusion, this research highlights the critical role of stakeholder collaboration in driving value co-creation within the server industry. As the industry continues to adapt to rapid technological advancements and shifting market demands, companies must prioritize collaboration, innovation, and stakeholder alignment to achieve sustainable success. The insights derived from this study contribute to the broader understanding of project management, stakeholder dynamics, and value creation in technology-driven industries. By providing a comprehensive analysis of the server industry's evolving strategies, this research serves as a valuable reference for practitioners and researchers seeking to navigate the challenges and opportunities of an increasingly interconnected and innovation-driven world.

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