共享經濟將閒置的技術、資源及時間做更有效率的使用。除了節省金錢與空間 之外，藉由重複使用減緩過度消耗資源與過度製造所產生之資源過剩的問題，是一 個對環境友善且重要的經濟模式。共享經濟印證了服務主導邏輯的精神，行動者利 用自身的知識與技能，以服務交換服務，讓對方可以獲得更好的生活。價值共創是 由行動者互動後所創造。過去較少文獻使用服務主導邏輯探討共享經濟之價值共創， 本研究以此為研究缺口，採用質性研究方法之多個案研究法與次級文獻分析，探究 「共享經濟」四個個案 Uber、Airbnb、YouBike 與 WeMo Scooter 價值共創歷程，不 僅將服務主導邏輯與價值共創觀點延伸到共享經濟領域，並探究在共享經濟中企業 與利害關係人之間，如何透過企業所提出的價值主張，吸引利害關係人參與並產生 交流與互動，進一步實現價值共創。
本研究獲致如下發現:(一)雖然企業的價值主張與資源整合等方式不同，然而 行動者都因為認同共享企業所提出的價值主張，透過媒合讓行動者有互動，經由服 務交換產生價值進而實現價值共創。(二)服務主導邏輯除了服務交換之外，更重要 的是使用價值。根據每個人用法不一樣會產生不同的價值。(三)企業提出價值主張， 吸引行動者進而實現價值共創。相反地，若行動者沒辦法認同理念，也會漸漸離開 價值共創的過程，可排除不適合的行動者。(四)行動者在互動的過程當中，必須要 遵守制度邏輯，大家根據共同的規章與制度進行發展。(五)行動者了解藉由分享可 以互相受惠的概念，所以在互動的過程中會更願意將資源分享出來，因此更有助於 促進資源應用與整合。(六)價值之所以能夠共創，有一部分的原因是因為信任，因 為信任而產生互動、因為互動進而創造彼此的價值、大家受惠才能源源不斷的共創 價值。最後以此研究之發現與建議，提供實務管理之參考。

The fast growth of information and communications technologies (ICTs) created a new business modle called sharing economy. The consumers and governments are fascinating for the new economy mode because effectively to use unused resources. This study uses qualitative research method with multiple case studies, according to secondary data analysis to explore the value co-creation of 4 sharing economy cases from a perspective of Service-Dominant (S-D) Logic. According to document analysis, there are 6 results. Firstly, although the value proposition of company and resource integration are different, however, actors agree with the value proposition, the actors can interact through service exchange to realize value co-creation on the platform. Secondly, beside service exchange, Value-In-Use in S-D logic is more important. According to different usage, it will produce different value. Thirdly, companies put forward value propositions and attract actors to achieve value creation. On the contrary, if the actor can't agree with value propositions, they will gradually leave the process of value co-creation and can exclude unsuitable actors. Fourth, the actors on the platform must abide by the institutional logic. Everyone should be based on common rules and regulations for development. Fifth, actors understood that by sharing concepts, they can get benefit each other, they will be more willing to share resources in the interaction process, and thus help to promote the use and integration of resources. Sixth, the reason why value can be co-created is because of trust. Only trust can achieve interaction, after interaction then create value, everyone can get benefit.
Finally, the findings and recommendations of this study provide a reference for practical management.

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