中文摘要
　　任何企業在競爭環境中，若面臨資源不足的窘境，勢必將尋求各種管道以取得資源，除完全依靠企業自己的力量取得資源外，與其他合作夥伴企業共同合作以獲取所需資源亦是選項之一。台灣中小企業近十年面對原有供應鏈位置被中國、韓國、越南等國家取代且台灣內需市場又小，我們應思考如何與國際策略夥伴合作，並共同創造價值，以持續創造企業競爭優勢。
　　因此，本研究以B2B型態產業為研究單位，探討企業應如何與客戶或策略夥伴合作以共同創造價值，發揮組織合作的綜效使得價值極大化，歸納本研究之問題如下：
一、 企業如何選擇合適的策略合作對象？
二、 組織間如何藉由不同合作方式以共創價值？

　　本研究以個案研究法及次級資料研究法來分析B2B產業中，個案聯發科技公司在三個轉型歷程中，如何藉由組織間的結盟、合作以共同創造價值。本研究將針對聯發科不同時期的市場進行探討，了解其產業結構，再以交易成本理論與資源依賴理論來檢視，以找出與外部組織(夥伴客戶)最適的互動關係，並檢視其組織間的互動、關係建立過程、資源互補依賴等面向，同時檢視是否達到價值創造使組織間雙贏的效果。
　 最後本研究歸納出，為了突破組織與組織間發展的鴻溝，聯發科確實有積極額外投入資源提供客戶所需要的技術，而非消極等待客戶提出要求的規格，然而在客戶可以將自有資源全部集中到差異化後，我們可發現其產生的價值即遠大於聯發科所建立的技術服務成本。

關鍵字：價值創造、組織間關係、交易成本

SUMMARY

In a competitive environment, the businesses will seek for resources in a variety of ways in order to obtain the resource. However, the businesses also can cooperate with other organizations in partnership relations to achieve the same or similar business goals and targets. In recent ten years, Taiwanese SMEs face a difficult that their positions in the supply chains have been replaced by competitors coming from China, Southern Korea, Vietnam and etc. And the local market in Taiwan is very limited and small. Hence, we shall consider that how we could cooperate with strategic partners in global markets, and try to find out a proper way to co-create value with them, in order to create business competitive advantage and realize the sustainable business operation.

Hence, the research is based on the type of business to business industries as our research institutions. We try to understand how the companies cooperate with their strategic partners, in order to to co-create values, to enable intern organizations for maximize the value. The research questions are as follows: (1) How do businesses to select right and proper strategic partners ? (2) How do organizations to create value by inter-organization cooperation ?

The research method is by the case study method and the secondary data research method. We will analysis MediaTek, a Taiwanese company, mentioning its three different developing periods of the company history.

Our conclusion is that in order to break through the gap between organizations, MediaTek does have invest in the resources which customers really need. They develop a stronger team for technical research and provide services. Their customers can release new products in a very short developing time period.

Key words: Value creation, organizational relationships, transaction costs

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