隨著全球化與數位轉型的加速發展，企業競爭模式正逐漸從單一組織導向轉向以「策略生態」（strategic ecosystem）為核心的競合架構。策略生態強調跨界協作與價值共創，透過制度設計與治理機制提升合作夥伴間的協同效益。然而，若生態制度過於複雜、資訊不透明或分潤不公平，可能引發參與者的認知負荷與信任問題，導致合作意願下降。
本研究以 S-O-R（Stimulus–Organism–Response）理論為基礎，建構「策略生態設計 → 認知負荷／知覺價值 → 合作意願」之雙中介心理歷程模型，並納入市場不確定性、權力平衡感與知識共享意願三個情境調節變數，以檢視多重情境下之邊界條件。本研究以參與策略生態之企業為對象，透過問卷調查蒐集 300 份有效樣本，採用偏最小平方結構方程模型（PLS-SEM）進行測量模型評估、結構模型檢定，以及中介與調節效果分析，並以拔靴法（bootstrapping）重複抽樣 10,000 次估計各效果之顯著性。
實證結果顯示，各構念之信度、收斂效度與區別效度均達可接受標準。策略生態設計對合作意願具顯著正向影響；認知負荷與知覺價值在其間均發揮顯著中介效果，整體呈部分中介（中介比例約 47%），顯示策略生態設計主要透過「降低認知負荷」與「提升知覺價值」兩條心理歷程影響合作意願。情境調節方面，知識共享意願顯著強化「知覺價值 → 合作意願」之關係及其條件式間接效果；市場不確定性與權力平衡感之調節效果未獲支持。模型比較亦顯示，納入雙中介後，模型對合作意願之解釋力由 R²=.20 提升至 .34。
本研究的理論貢獻在於將 S-O-R 模型延伸至策略生態脈絡，揭示企業合作的心理機制；實務貢獻則在於提供管理者具體指引，協助透過優化生態設計、降低認知負荷、提升知覺價值，進而增進夥伴的合作意願與長期參與。

This research investigates how the quality of strategic ecosystem design influences partners’ willingness to cooperate in the context of globalized digital transformation. Based on the Stimulus-Organism-Response (S-O-R) framework, this study constructs a dual-path psychological mechanism model that positions perceived value and cognitive load as parallel mediators. Market uncertainty, perceived power balance, and knowledge sharing willingness are incorporated as crucial boundary conditions across different stages of the psychological process. Empirical data were collected via a questionnaire survey from 300 valid respondents representing firms across technology, digital platform, and manufacturing ecosystems. The Partial Least Squares Structural Equation Modeling (PLS-SEM) approach, supplemented by a 10,000-replicate bootstrapping procedure, was utilized to evaluate the measurement model and examine structural relationships. The results reveal that strategic ecosystem design exerts a significant positive direct effect on cooperative intention. Cognitive load and perceived value play critical partial mediating roles, with a sequential mediation chain confirmed from cognitive load to perceived value. Knowledge sharing willingness significantly moderates the relationship between perceived value and cooperative intention, whereas the moderating effects of market uncertainty and power balance are not supported. The principal conclusion is that high-quality ecosystem design drives cooperation by simultaneously enhancing economic value and mitigating psychological frictions. Managers of keystone firms should implement “subtractive governance” to optimize cognitive friendliness and foster a collaborative knowledge-sharing culture to prevent member attrition.

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