本研究旨在探討傳統企業如何透過內部主導的方式推動平台型生態系統的構建與轉型。以和泰集團為個案，透過質性研究法，運用Moore(1993)生態系演化模型、Adner (2016)組織互補理論，以及Jacobides (2018)與Daymond et al. (2023)之平台治理與策略階段理論，建構出「演化階段－組織角色－治理設計」三構面之整合分析架構。研究發現企業在缺乏平台原生條件下，仍可藉由跨部門協調、組織設計、以及以會員與點數制度為核心的誘因機制，逐步建構可擴展的協同平台生態系。和泰自開創期的組織構想與資料主權佈局，至擴張期推動多組織運營與資料流通機制，再至深化期吸引外部夥伴加入與跨功能平台建構，呈現出由內部主導轉型至生態系主導之進程。本研究除補充現有理論對內生式平台形成機制的不足，也為傳統企業平台轉型提供實務上的策略與治理參考。

This study investigates how traditional enterprises can internally initiate and lead the development and transformation of platform-based ecosystems. Using Hotai Group as a single case, the research adopts a qualitative methodology and constructs a three-dimensional analytical framework—evolutionary stages, modular roles, and governance design—by integrating Moore (1993) ecosystem evolution model, Adner (2016) theory of modular complementarity, and the platform governance perspectives of Jacobides (2018) and Daymond et al. (2023).
Findings reveal that even in the absence of native platform advantages, firms can gradually develop scalable and collaborative ecosystems by leveraging cross-departmental coordination, modular scenario design, and incentive mechanisms centered on membership and point systems. Hotai’s transformation pathway spans from the conceptualization of core modules and data sovereignty in its initial phase, to the implementation of multi-module operations and data flow mechanisms during expansion, and finally to the integration of external partners and cross-scenario platforms in the deepening phase—marking a shift from firm-led orchestration to ecosystem-led governance.
This research contributes to the literature by addressing the theoretical gap in endogenously initiated ecosystem formation and offers actionable insights into the strategic and governance mechanisms that support platform transformation within legacy firms.

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