本研究以「價值共創驅動企業轉型」為主題，旨在探究利害關係人間的價值共創對企業轉型的影響。以勤榮機器工業股份有限公司為主角，該公司原為傳統油壓設計製造廠商，但在2008年金融海嘯及環保意識抬頭的背景下，陷入營業困境，公司採用DART價值共創理論基礎，並應用五大策略步驟結合油壓本業與電機業成功地共同開發了油壓伺服節能系統，於2010年因應新項目的研發與服務，調整組織架構成立電機部門，成功轉型為油電整合伺服節能公司，展開企業轉型之旅。
該節能系統研究進行了一年的開發測試，第二年產品穩定並取得成功，2010年成立電器部門後，勤榮機器工業股份有限公司逐步從傳統油壓設計製造廠商轉型為油電整合伺服節能公司。自2010年起，勤榮營業額每年成長10%以上，且伺服節能系統營業銷售佔比超過50%，顯示企業轉型的成果。本研究運用質性研究方法，深入探討勤榮公司在利害關係人價值共創驅動下的企業轉型過程。透過敘事方式呈現企業面臨的困境、發展過程、合作模式以及成果，以提供學術界及實務界對企業轉型的深入了解。
未來可進一步探討不同產業、不同企業背景的利害關係人價值共創對企業轉型的影響，並加強對企業轉型過程中的組織文化、領導力及社會影響的研究。透過持續深入的探討，可以為企業轉型提供更具體的指導和啟示，促進企業的永續發展。
本研究以勤榮機器工業股份有限公司的案例為基礎，深入探討了利害關係人價值共創對企業轉型的影響。通過質性研究方法的運用，我們著重於企業在面對市場變化和營業困境時，如何透由與利害關係人的合作共創價值，推動企業成功轉型的過程。希望這項研究能為學術和實務界提供有價值的參考，並促進更多對利害關係人價值共創在企業轉型中的應用和影響的深入研究。

This study, entitled “Value Co-creation Driving Corporate Transformation,” investigates the influence of value co-creation among stakeholders on corporate transformation. The focus is on Chyn Rong Machinery Works Co., Ltd., which was initially a traditional hydraulic design manufacturer .
However, in the context of the 2008 financial crisis and rising environmental awareness, the company faced operational challenges. The company adopted the DART value co-creation theory and successfully co-developed a hydraulic servo energy-saving system by implementing five strategic steps in conjunction with its hydraulic business and the electrical industry.
In 2010, in response to the development and service needs of new projects, the company restructured its organization and established an electrical department, successfully transitioning into a hydraulic-electric integrated servo energy-saving company and embarking on a journey of corporate transformation.

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