支付產業近年來發展快速，電子票證票卡的使用，已成為在現代人生活中密不可分的工具。本研究選定深入探討一卡通公司的運作，一卡通是票證市場產業的後進者，雖然起步晚了，但是一卡通的市場覆蓋率不斷成長，也建立出屬於一卡通的生態系統，甚至跨入電子支付領域等策略方向。
本研究使用質性研究方法和單一案例研究來探討一卡通電子票證的服務生態系統中的主要參與者之間的互動與價值交換、資源整合的過程。透過結合服務主導邏輯與競爭、合作與競合行動者互動關係來探討一卡通生態系統如何與行動者共創價值。除了彌補目前服務主導邏輯的理論缺口外，也希望提供企業在與行動者共創價值、維持生態系統平衡與成長的過程中有一些準則可以依循的方向。
本研究發現，如果企業希望成功透過競爭、合作與競合的互動方式來維持其服務生態系統的平衡與成長，則可以考慮以下幾點原則：第一點，掌握服務生態系統中關鍵行動者的互動與關係變化；第二點，掌握操作性資源與被操作性資源，對資源做最佳運用；第三點，生態系統隨時在改變，企業應保持彈性與調整空間，以維持生態系統持續運作與成長。

In recent years the electronic payment industry has seen tremendous growth, and the usage of IC cards and smart cards has also become prevalent and inseparable in our daily lives. This study chose to delve deeper into the operations of the iPASS Corporation, a late-mover in the IC card industry. Yet, its slow start did not hinder iPASS in expanding its market coverage rate or developing an unique iPASS ecosystem. iPASS even went as far as to include multi-functional payment and other strategic decisions.

This study uses a qualitative research method and a single case study method to explore the interactions, service exchange, and resource integration between main actors of the iPASS service ecosystem. Through the merging of service-dominant logic and interactions between competition, cooperation, and coopetition actors, this study explores how the iPASS ecosystem creates value through actors. Not only does this make up for the current shortcomings of the service-dominant logic theory, but also wishes to provide guiding principles during the processes in which corporations and actors participate in value creation, balancing of the ecosystem, and mutual growth.

This study has discovered that if a corporation wishes to successfully maintain the balance and growth of its service ecosystem through the interactions of competition, cooperation, and coopetition, it can consider the following points: first of all, keep on top of the changes in relations between key actors of the ecosystem; secondly, optimize the usage of operant and operand resources during interactions between other actors; and third of all, maintain a certain degree of corporate flexibility and leave room for adjustments.

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