石化產業在台灣為重要的民生基礎產業，近年來隨著環保永續、淨零排放以及社會責任等議題受到重視與企業間的競爭，讓石化業面對許多經營困境，另外傳統業務運作模式，也使得執行效率不佳容易發生錯誤，造成營運成本提高，這些因素都讓石化業C公司在經營上面對很多困難與挑戰。同時間的數位科技的蓬勃發展與廣泛的應用，也大幅度地改變了企業生產、管理以及營運的方式，這也讓數位轉型的概念逐漸收到重視，許多企業開始推動數位轉型策略，提升組織作業效率，甚至發展新的營運模式。本研究以「C公司」作為研究個案，研究目的旨在以價值共創的理論觀點探討C公司數位轉型的歷程以及成果，並深入探討數位轉型的成效如何幫助C公司有效解決企業與利害關係人的痛點並深化彼此的互動模式，在創造企業自身個體價值的同時，如何透過協同合作與資源共享達到集體價值的創造。
本研究採用質性研究方法中的單一個案研究法，以「台灣石化產業－C公司」為個案研究對象，透過「數位轉型」以及「價值共創」的理論基礎，探討台灣石化產業C公司數位轉型的歷程與分析C公司與利害關係人互動模式轉變的脈絡，將理論與實務進行連結，深入分析C公司在數位轉型之下如何與利害關係人共創價值。
根據本研究結果發現，企業經營痛點為推動數位轉型的動機之一，而數位轉型驅動價值創造的關鍵在於建構一個符合價值共創DART四大要素的互動場域，提升了企業與利害關係人互動的深度與廣度與業務配合上的效率，共同解決營運痛點。另外藉由數位技術的五種屬性來幫助企業更有效率的創造符合DART要素的互動場域，最後企業啟用數位化互動場域讓參與者加入運作之後，需要建立完善的運作機制，讓企業營運相關的成員有個制度化的互動交流、資源共享與業務整合之互動環境，最終形塑一個符合服務主導邏輯中價值創造模式的服務生態系統。

In recent years, the rapid development and widespread application of digital technology have significantly changed the way businesses operate. This has led to a growing emphasis on the concept of digital transformation, with many companies initiating digital transformation strategies to enhance operational efficiency and even develop new business models.
This study uses the Company C in petrochemical industry as a research case and adopts a qualitative research method, specifically a single case study, based on the theoretical foundations of "digital transformation" and "value co-creation." It aims to explore the process of enterprise digital transformation and analyze the contextual shift in interaction patterns between the company and its stakeholders. The study connects theory with practice and conducts an in-depth analysis of how Company C, in the context of digital transformation, collaborates with stakeholders to co-create value.
Based on the research findings, the study proposes the following conclusions. Firstly, the pain points in business operations serve as the driving force for promoting digital transformation and exploring opportunities for value creation. Secondly, the key to value creation in digital transformation lies in utilizing the five attributes of digital technology to construct an interactive field that encompasses the four elements of value co-creation (DART). Thirdly, the interactive field requires the establishment of robust operational systems to shape an ecosystem that aligns with the value creation model of service-dominant logic.

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