在現今的競爭戰場上，設計企業主們找尋著能使自己脫穎而出的方法，然而國際設計競賽是一個區分自己與競爭對手的方式。設計獎章背後的效益對於不同規模企業參賽者們有著不同的價值策略。對於資金、人力、經營能力與市場性較不足的微型設計品牌而言，設計競賽給予了展現與推廣的價值能力，過去研究也指出，形成一個成功的國際設計競賽企業必須包含與參賽者們的互動與演化。因此，本研究將探討國際設計競賽與微型設計品牌之間的價值共創歷程，並藉由此歷程發展出雙方未來的可行協作模式。

本研究採用質性研究方法，研究架構主要分為 (1)了解國際設計競賽與微型設計品牌互動之間的價值所在；(2) 建構雙方互動過程中的價值共創歷程；(3) 透過價值共創架構來分析雙方的未來互動發展策略。資料內容取自於文獻架構與深度訪談，綜合多個案研究進行分析，以歸納出國際設計競賽與微型設計品牌的價值共創模式。

研究結果包括三大部分，第一，國際設計競賽與微型設計品牌共同創造的價值包含了組織價值、情感價值、經濟價值與關係網絡價值；第二，在參與競賽前後價值共創歷程共有眼界共享、利益共創與價值循環三大階段，此三階段可使雙方透過互動平台達到資訊與認知上的交換，進而讓兩方角色產生互動而拓展利害關係人網絡，以創造雙方品牌與社會擴散的正向循環；第三，透過價值共創架構分析，本研究亦提出提升國際設計競賽與微型設計品牌市場價值的合作策略，提供後續欲參與競賽與舉辦競賽之相關組織參考。

In today's competitive battleground, international design award is a strategy for companies to distinguish themselves from competitors. The benefit of design award has different values for different sizes of participants. For the Micro Design Brands (MDBs) with less capital, manpower, management capacity and marketability, design award has given the opportunities of promotion and improvement. Previous studies pointed out that successful International Design Competitions (IDCs) must include interaction and co-evolution with participants. Thus, the purpose of this research is to explore the Value Co-creation (VCC) process between IDCs and MDBs, and give suggestions for the development of mechanism.

This study used qualitative research methods, with the framework divided into: (1) To identify the co-created value between IDCs and MDBs. (2) To identify the VCC process between IDCs and MDBs. (3) To explore facilitating effects of the VCC process in developing IDCs and MDBs. To sum up the value co-creation process and future development mechanism of IDCs and MDBs, data were collected from literature review and in-depth interviews, and were analyzed among multiple case studies.

The results include three parts, first, values created by the IDCs and MDBs include organizational value, emotional value, economic value and network relationship value. Second, there were three phases of VCC process: vision sharing, co-benefit and value circulation. These three phases illustrated that how the both sides exchange information through the platform to achieve the cooperative cognition, and then build the opportunity of interaction between two sides to expand the network of stakeholders, so as to create a positive circulation of both roles and social diffusion; Third, this study proposed different collaboration strategies between IDCs and MDBs. This research provided deeper insights for the relevant organizations, whether competition participants or organizers.

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