數位技術的蓬勃發展，為各個產業中帶來了顛覆性的轉變，隨著物聯網、人工 智慧與雲計算等技術的應用範圍日漸廣泛，產業間的競爭也日益加劇，這也促使著 越來越多企業開始思考如何於組織中推動數位轉型策略，藉以提升組織營運效能及 開拓全新的商業模式。和泰汽車身為台灣車業龍頭，自 1947 年成立至今已經營超過 70 年，歷經了汽車產業技術變革、能源轉換、以及市場需求改變等挑戰，和泰汽車 與時俱進，透過不間斷的學習與成長，打造出了完善的服務生態圈。而隨著新型態 移動即服務(Mobility as a Service, MaaS)的概念出現，和泰汽車除了推出創新移動 服務滿足市場需求，更結合了數位技術串聯集團服務，跨界與外部夥伴合作，為生 態圈注入新意。生態圈的逐步擴大，連結的利害關係人也隨之增加，在資源交換與 持續互動下，和泰汽車與多方參與者共同的創造出集體價值。因此，本研究旨在探 討「和泰汽車」實施數位轉型策略之歷程，以及了解數位轉型如何改變企業與利害 關係人之互動，透過價值的交換下促成價值之共創。
本研究採以質性研究方法中之單一個案研究法，以「和泰汽車」作為研究個案，利用「數位轉型」以及「價值共創」之觀點基礎，探討個案歷史脈絡與發展等實務現象，並與理論進行結合，深入剖析和泰汽車如何透過數位轉型策略，促成與利害關係人共創價值。
最終，本研究得出三項結果，首先，豐富數據資料與洞察能力為數位轉型之關 鍵，大數據的可移轉性與和互聯性能產出重要價值，連結外部夥伴，能將數據 轉為有效服務 ; 此外，數位技術的導入擴大利害關係人範疇，除了妥善對內部進行 治理與思維建立，對外亦可發揮領導力，帶領多方關係提升轉型成效 ; 最後，藉由 自身與參與者間的資源共享互換，將能發揮出綜效，進而創造出集體價值。

The rapid advancement of digital technology has disrupted industries, intensified competition and driving companies to implement digital transformation strategies for operational efficiency and new business models. Hotai Motor Co., Ltd., a prominent player in the Taiwanese automobile industry has successfully overcame many difficulties. By continuously learning and expanding, Hotai Motor have built a comprehensive service ecosystem. With the concept of Mobility as a Service (MaaS), Hotai Motor not only offers innovative mobility services but also integrates digital technologies, collaborating with external partners to inject fresh ideas into the ecosystem. As stakeholders engage more within the expanding ecosystem, value is collectively created through ongoing interaction and resource exchange.
This research adopted qualitative research method with single-case study Hotai Motor. Based on the theoretical basis of “Digital Transformation” and “Value Co-Creation”. Examines the development of the case and integrate it with theories to analyze the digital transformation for value co-creation with Stakeholders.
Finally, the study reveals three main findings: 1) successful digital transformation relies on accumulating rich data and conducting analysis, portable and interconnected big data enables effective value extraction through external collaborations 2) the adoption of digital technologies broadens stakeholder involvement, highlighting the importance of coordinating and managing multiple relationships, and 3) achieving synergistic effects and collective value necessitates the integration of resources between companies and stakeholders.

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