近年來，文化創意產業被視為具有高度經濟價值且具有發展前景的新興產業，各界皆積極爭取在發展文創產業的機會。政府的政策推行上也著眼於協助各個傳統產業在文化創意思維的加持下進行產業轉型，此現象代表的意義不只在於企業跳脫舊式框架，而是在於各界的資源大量且快速的在組織間進行流竄，被社會中的角色所取得、運用並且共創價值。本研究借用「異花授粉(cross-pollination)」的隱喻，本文旨在探究跨組織與產業疆界的資源如何被調和並為他方所用，進而在文化創意產業裡共創價值。針對這尚待探索的議題，本研究採用價值共創系統的觀點來探究系統內成員之間在調和下的資源移動。
本研究係以質性研究法中個案研究法，選定「皇尚企業」為主要研究對象，進而了解在傳統製造業跨足文化創意產業時，產官學三方如何進行互動，彼此所擁有的資源如何進行跨產業疆界的移動為他方所用，並且在系統觀點下探討價值如何達到共創，藉此實務個案的探究補足現有文獻的不足。透過皇尚企業案例得知，現有理論過於強調系統調和者的功能性而忽略了執行面。並在文末，根據研究結論給予日後欲研究相關理論的學者建議。
研究發現在皇尚企業進行產官學互動時，同一系統下的組織關係具有研展性，並且可以透過「平台」機制來加速資源更快速流動。而組織關係的消滅會造成系統動盪進而影響共創價值的能力。此外，本研究補強「調和觀點」中二分法的概念，並延展生態系統觀點的「平台」與調和觀點的「媒合」概念。並於結尾處點出，發展文化創意產業的過程中，系統調和者的角色有其適當的先後順序，給予政策制定者方向。

Borrowing the metaphor of “cross-pollination”, this research tries to clarify how the boundary-spanning resources are orchestrated and later utilized by certain actors in order to co-create value in the cultural and creative industries. Using the value co-creating system and orchestration perspectives to do the literature review. There are only few studies used for explaining these questions. Thus, using Hwang Sun Enterprise as the example to answer the research questions. The method of this research is qualitative case study which includes in-depth interview, second data collection and observation. There are several results as following: first of all, the relationship in the system is not rigid but flexible; secondly, “platform” in a system is necessary, and it is possible that there are more than one platform in the system; thirdly, the breakup of relationships will affect the co-creating process; fourthly, orchestrators can be different; finally, “school” should be supporting role in the system. From above results show, this research figures out that resources orchestrated by orchestrator(s) are based on the unique resources, abilities, and needs of orchestrators. On the other hand, “platform” should be exist when the tripartite, including HES, government and schools, do co-creation.

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