生態系統(ecosystem)是廣受學者與業界探討的重要議題，近年來更有許多企業在平台(platforms)與生態系統的推波助瀾下，建構出一種新形態的組織結構，此非正式結構(informal structure)重視參與組織間的相互依存(interdependence)與集體協作(collective collaboration)關係，透過利害關係人(stakeholders)間的串連與互動，為彼此共創價值(value co-creation)。因此，為使平台生態系統(platform ecosystem)中的多利害關係人在價值創造(value creation)的同時亦能得到價值獲取(value capture)，多利害關係人之集體行動(collective action)與集體協作之探討即為平台生態系統中的重要議題之一。然而，過去針對集體行動的研究多分散於各種學術理論中，缺乏情境化的理論建構，且針對平台生態系統理論，多數研究仍將探討主體著重於大型營利企業，如Google、Apple等，較缺乏社會企業之實務案例，以至於難以全面了解其管理意涵。因此本研究以台灣具代表性之社會設計平台5% Design Action為研究對象，探討平台生態系統中，多利害關係人之集體行動的過程，並以管理多利害關係人協作之治理(governance)與誘因機制(incentive mechanism)為主要研究重點，試圖了解5% Design Action作為平台生態系統之協調者(Orchestrator)如何校準(Aligning)及調整參與者(Actors)之目標，以良好的秩序(good order)進行持續性地(sustainably)集體協作與資源交換，進而創造出持續性的競爭優勢(sustainable competitive advantages)，並使參與者彼此之間集體協作(Collective Collaboration)與共創價值。
本研究結果發現，在由社會企業與非營利組織所組成的平台生態系統中，平台生態系統中的核心企業角色(如本個案中的5% Design Action)多以價值主張(value proposition, VP)、理念或情感等社會性誘因、規範性誘因或情緒等作為號招，而非使用功利性誘因如金錢或報償的獲得；此外，多利害關係人的組成上，高度異質性與互補性之參與者有助於平台生態系統網絡的擴張，使不同背景及利益目標的利害關係人願意貢獻及交換己身資源，來達到集體價值的創造與集體目標的達成。
最後，本研究之結果可能僅限於社會企業或非營利組織相關產業，希望後續學者能針對各種類型之產業在平台生態系統及集體行動中治理機制之探究。

Ecosystem is an important topic that has been widely discussed by scholars and the industry. In recent years, many companies have built a new form of organizational structure with the help of platforms and ecosystems. This informal structure attaches great importance to the interdependence and collective collaboration among participating organizations, and creates value for each other through the connection and interaction among stakeholders. Therefore, in order to enable the multi-stakeholders in the platform ecosystem to achieve value creation and value capture at the same time, the collective action and collective collaboration in multi-stakeholders are the important issues in the platform ecosystem. However, in the past, research on collective action was mostly scattered in various academic theories, lacking contextualized theoretical construction, and for platform ecosystem theory, most studies still focus on large-scale profit-making enterprises, such as Google, Apple, etc. Practical cases of social enterprises make it difficult to fully understand. Therefore, this study takes 5% Design Action, a representative social design platform in Taiwan, as the research case to explore the collective action process of multi-stakeholders in the platform ecosystem. Focus on governance and incentive mechanism, trying to understand how 5% Design Action, as the orchestrator of the platform ecosystem, aligns and adjusts the goals of Actors in a good order, carrying out sustainable collective collaboration and resource exchange, creating sustainable competitive advantages, and enabling participants to collaborate collectively and co-create value.

The results of this study found that in the platform ecosystem composed of social enterprises and non-profit organizations, the core corporate in the platform ecosystem (such as the 5% Design Action in this case) use value proposition, social incentives, normative incentives or emotions as appeals, rather than utilitarian incentives such as the acquisition of money or rewards. In addition, if the multi-stakeholder is composed of highly heterogeneous and complementary participants, it will help the expansion of the platform ecosystem network. Stakeholders with different backgrounds and interests are willing to contribute and exchange their own resources to create collective value and achieve collective goals, achieving the creation of collective value and the achievement of collective goals.

Finally, the results of this study may be limited to industries related to social enterprises or non-profit organizations. It is hoped that follow-up scholars can explore the governance mechanism of various types of industries in platform ecosystems and collective actions.

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