競爭優勢的獲取往往是企業追求的目標，然而單憑企業自身的資源難以使企業維持長期的競爭力，必須透過組織間的互動以及互動所發展出的關係活化企業的資源及活動，以不斷產生成長的動能；而企業透過策略性的關係組合與多方利害關係人產生連結便會逐漸構成網絡，藉由網絡成員的價值共創提供更多參與者加入網絡的誘因，進而使企業得以豐富網絡中的互補性資源、提升競爭優勢。
　　本研究以百超國際雷射為個案，探討決策者如何策略性的建構網絡圖像並且依據各項背景因素、經驗、資源進行動態調整，進而獲取企業的競爭優勢。透過IMP的互動觀點解析網絡圖像的建構包含與利害關係人的互動氛圍、信任關係的建立等，以及整體經濟環境、產業技術演進、競爭型態等外部因素對網絡圖像的影響。
　　百超國際雷射 (Bystronic) 1986年成立於瑞士、2012年成立台灣分公司，是雷射切割產業中的代表企業，從上游的機器研發到下游的銷售構成完整的供應鏈，主要產品為雷射切割機以及折彎機，此外，百超致力於技術創新，提供智慧聯網以及自動化機台、軟體及服務解決方案。
　　本研究以單一個案搭配質性研究方法訪談台灣百超的主要決策者，將百超的網絡圖像分為三個階段，分析百超在網絡圖像建構的過程中所面臨的挑戰、資源的獲取及整合、參與者的角色、各項活動的策略性執行，以詳盡的個案脈絡解析網絡圖像建構時的步驟及考量，並且分析企業如何透過網絡圖像建立競爭優勢、提升網絡地位，提出具有洞見的理論及實務見解。

Companies often strive to increase their competitive advantage but relying solely on their own resources makes it difficult to maintain long-term competitiveness. Through interactions between organizations and the relationships developed, companies can activate their resources and activities, thereby continuously generating growth momentum. Strategic relationship combinations allow companies to connect with various stakeholders, gradually forming a network. By co-creating value in network, more and more participants are incentivized to join the network, which enriches the network's complementary resources and enhances the company's competitive advantage.
This study is based on the IMP interaction perspective and employs a qualitative research method to interview the general manager of Bystronic Taiwan. Bystronic's network picture is divided into three stages, providing a detailed contextual analysis of the steps and considerations in network picture construction. It also examines how companies establish competitive advantage and enhance network status through network pictures, offering insights into theoretical and practical perspectives.

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