近年來，越來越多科技大廠投入高附加價值的醫療產業，加上台灣政府也積極建置完善的醫療法規環境，以及透過相關計畫推動台灣醫療產業。然而，台灣醫療產業主要由中小企業組成，其發展規模難以對抗擁有品牌與通路的國際大廠。若台灣醫療產業能夠推動跨組織、跨領域的合作，透過相關利害關係人的互動，進行有效的資源交換與整合，以強化各組織的能力，並且集體協作(collective collaboration)突破台灣醫療產業困境。藉由彼此優勢互補的方式，取代個別單打獨鬥，共同創造價值，此一策略概念乃是Prahalad & Ramaswamy等學者所提出的「價值共創」(value co-creation)觀點。

本研究旨在透過宏觀的價值共創角度，並結合生態系統(Ecosystem)的觀點，探討領導廠商(hub)如何透過相關機制之建立，吸引利害關係人加入共創行列，並促發利害關係人進行集體協作，逐步建立共生共榮的醫療生態系統。本研究將採用質性研究的單一個案研究法，並以醫療產業領導廠商A公司為個案研究對象，藉由「價值共創」、「生態系統」之理論基礎，以及本研究所提出之生態系統生成三階段。透過理論與實務的對話，深入分析與探討領導廠商A公司建構台灣醫療產業的生態系統生成過程。

最後，本研究結果發現領導廠商在生態系統建構初期，針對產業痛點出發，提出一個互利共生的價值主張，將能吸引具能動性之利害關係人加入共創；在生態系統第二階段中，領導廠商透過彈性的治理機制與建置共享的互動場域，將有利於生態系統的集體協作。最後，經過利害關係人相互調適與持續學習，逐漸形成醫療生態系統，達到集體價值與個別價值。期望此研究成果能為醫療產業帶來新視野，並提供相關領域在策略建立之參考。

In recent years, many technology companies have invested in medical industry, and Taiwan government has established related projects. However, Taiwan's medical industry is mainly composed of SMEs, and it’s difficult to fight against international companies. If Taiwan medical industry can promote cross-organizational cooperation, through collective collaboration to break the plight of the Taiwan medical industry. By complementing each other's strengths to create value together, this strategic concept is the "value co-creation" proposed by Prahalad & Ramaswamy.

The purpose of this research is to combine the macro perspective of value co-creation and the perspective of Ecosystem to explores how the leading company(hub) establishes relevant mechanisms to attract stakeholders to create value together, and how to inspire stakeholders to collaborate collectively to build a symbiotic medical ecosystem. This research uses qualitative research and takes the medical industry leader company A as a case study object. Through the dialogue between theory and practice, and the three stages of ecosystem generation proposed by this research, in-depth analysis and discussion of the process of the hub company A building a medical ecosystem.

The results of this research found that in the early stages of ecosystem construction, hub proposed a value proposition of mutual benefit, which will attract stakeholders with agencing engagements to join in value co-creation; In the second stage of the ecosystem construction, hub will facilitate the collective collaboration of the ecosystem through the establishment of flexible governance mechanisms and shared interactive fields. Finally, through the mutual adjustment and continuous learning of the stakeholders, a medical ecosystem is gradually formed to achieve collective value and individual value. It is expected that this research will bring new perspectives to the medical industry and related fields for the establishment of strategies.

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