COVID-19的爆發加速了許多遠距科技的需求，如遠距工作、遠端學習和電子商務等，同時也增加了5G網路的使用量；近年，全球進入後疫情的5G時代，企業開始積極佈局可以運用5G技術的場域，我們面臨著4G網路使用量逐漸趨於飽和的現況，因此行動網路業者（Mobile Network Operator，MNO）需要在更多地區建置5G基地臺；直至2023年，5G用戶的普及率與覆蓋率仍然不足，為提高用戶的使用意願，5G基地臺的建置仍是MNO電信業者正在努力的方向；由於5G基地臺的特性與4G有所不同，5G屬於高頻訊號，其繞射能力較弱，因此需要更緊密的基地臺間距，為達到相同的涵蓋率，需要設置比4G更多的5G基地臺，這使得行動通信業者在5G基地臺的佈局面臨新的挑戰。
MNO電信業者在建置基地臺時經常面臨當地居民的反對聲浪，而這種情況至今仍然存在，基地臺與鄰避設施特性相似，它也具有負的外部性，與之不同的是，它也同時具有正的外部性，因此基地臺的鄰避性在文獻探討會進行深入的探討，本研究將在研究發現以具有鄰避效果的基地臺為例，探討我國MNO電信業者對鄰避設施設置的方法。
透過訪談得知，目前我國的5G基地臺密度尚未充足，MNO業者面臨的問題不僅僅是5G基地臺的建設成本高昂，本研究利用競合策略的價值網框架描繪出競爭者間的關係圖，5G時代的MNO業者除了面對垂直關係的競爭者關係，同時互補者水平的競爭關係，因此為解決此問題，MNO業者與互補者尋求合作關係的機會勢在必行。本研究引入了賽局理論的觀念，闡述了創造價值的本質是合作的過程，而爭取價值則是競爭的過程，MNO業者必須和價值網中的其他參與者進行互動和合作，彼此相互依賴，競合策略的精神在於擴大原有的市場，共同創造更大的價值，從而使得所有參與者都能受益，共同建置更密集的5G基地臺。

The outbreak of COVID-19 has accelerated the demand for various remote technologies, including telework, distance learning, leading to an increased reliance on 5G networks. As the world transitions into the post-pandemic era, there has been a notable surge in the deployment of 5G technology by enterprises in areas conducive to its utilization. Concurrently, with 4G networks approaching saturation, Mobile Network Operator (MNO) are aim to expand their 5G infrastructure by erecting base stations in additional locations.
MNOs carriers often face opposition from local residents when building base stations, and this situation still exists today. The characteristics of base stations are similar to those of Nimby facilities in that they also have negative externalities, but unlike Nimby facilities, they also have positive externalities. In this study, we will use the base station with Nimby effect as an example to investigate the method used by Taiwan MNO operators to set up telecom base station.
The interviews revealed that the density of 5G base stations in Taiwan is not yet sufficient, MNOs not only face high construction costs but also the relationship between competitors, which is depicted in this study by utilizing the value-network framework of the Co-opetition strategies, explored through the value-network framework in this study. To address this, MNOs must forge partnerships with complementary entities. The study introduces GameTheory, emphasizing cooperative value creation and competitive value competition. MNOs must collaborate within the value-network, leveraging mutual support.

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