隨著全球氣候變遷危機加劇，電動車已成為減少碳排放的重要解決方案之一，並迅速成為汽車產業的焦點。為了推動電動車的發展，許多企業加入了此領域，透過協作和支援，共同推進技術和市場的進步。電動車產業鏈的每一環都緊密地連結且環環相扣，缺一不可。這也顯示出，隨著時代的演進，企業已不再是完全獨立的單一個體，組織和活動間的相互依賴性日益增強 (Adner, 2017)，商業生態系統的發展因此成為了趨勢 (Michael, 2006)。企業在這個生態系統中相互協作，共同創造價值，從而推動整個產業的繁榮與進步。台達電正是其中的一個典範。透過提供關鍵的電源管理和驅動系統產品，台達電成為電動車生態系統中不可或缺的互補者。作為這一生態系統的關鍵一環，台達電的產品不僅提升了電動車的性能和可靠性，也增強了整車廠的市場競爭力。因此，本研究希望透過深入解析互補者在電動車生態系統中的發展策略，來豐富互補者相關理論，並為生態系統中的互補者提供鞏固自身地位和取得成功的建議。
　　本研究採用質性研究方法中的個案研究法進行研究，透過文獻回顧、個案研究和深度訪談的方式，深入探討台達電在電動車產業生態系統中的發展軌跡和策略上的選擇。研究結果顯示，互補者在生態系統中脫穎而出的關鍵在於技術創新、產品品質和市場響應等方面的卓越表現。這使其能夠在技術門檻、資金門檻都相當高且競爭激烈的電動車市場中穩固地位。此外，本研究還探討了互補者在生態系統中如何透過策略定位和資源配置來獲得競爭優勢。台達電的成功經驗凸顯了互補者應積極投入技術研發，與核心企業構建緊密合作關係，並持續優化產品和服務以適應瞬息萬變的市場需求。本研究為生態系統理論提供了新的視角，並為企業在新興產業中的發展策略提供了實務建議。這些發現不僅豐富了學術理論，更為企業提供了寶貴的參考依據。

This research examines the development strategies of complementors within the electric vehicle (EV) ecosystem, focusing on Delta Electronics as a case study. The study aims to provide insights into how complementors can leverage their strengths to succeed in a highly competitive and rapidly evolving industry. A qualitative research method, specifically a case study approach, was employed. Data were collected through literature review and in-depth interviews.
The results highlight that the key to success for complementors lies in continuous technological innovation, high product quality, and swift market responsiveness. Delta Electronics has effectively utilized its technological capabilities and strategic partnerships to enhance its market position. The study also explores the importance of global strategies for risk diversification and maintaining competitiveness.
The principal conclusions suggest that complementors should actively engage in research and development, form close collaborations with core companies, and continuously adapt their products and services to meet market demands. These findings provide a new perspective on ecosystem theory and practical recommendations for businesses in emerging industries, enriching both academic understanding and offering valuable strategic insights for companies.

Adner, R. (2017). Ecosystem as structure: An actionable construct for strategy. Journal of management, 43(1), 39-58.
Altman, E. J. (2016). Dependency challenges, response strategies, and complementor maturity: joining a multi-sided platform ecosystem. Platform Strategy Research Symposium,
Ambert, A.-M., Adler, P. A., Adler, P., & Detzner, D. F. (1995). Understanding and evaluating qualitative research. Journal of Marriage and the Family, 879-893.
Awano, H., & Tsujimoto, M. (2021). The mechanisms for business ecosystem members to capture part of a business ecosystem’s joint created value. Sustainability, 13(8), 4573.
Baskarada, S. (2014). Qualitative case study guidelines. Baškarada, S.(2014). Qualitative case studies guidelines. The Qualitative Report, 19(40), 1-25.
Brandberger, A., & Nalebutt, B. (1996). Co-opetition: A Revolutionary Mindset That Combines Competition and Cooperation. In: Profile Books Ltd, London, UK.
Carst, A. E., & Hu, Y. (2023). Complementors as ecosystem actors: a systematic review. Management Review Quarterly, 1-57.
Cenamor, J. (2021). Complementor competitive advantage: A framework for strategic decisions. Journal of Business Research, 122, 335-343.
Coyne, I. T. (1997). Sampling in qualitative research. Purposeful and theoretical sampling; merging or clear boundaries? Journal of advanced nursing, 26(3), 623-630.
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of management review, 14(4), 532-550.
Fuller, J., Jacobides, M. G., & Reeves, M. (2019). The myths and realities of business ecosystems. MIT Sloan Management Review, 60(3), 1-9.
Galateanu, E., & Avasilcai, S. (2016). Framing the competitive behaviors of niche players: the electric vehicle business ecosystem perspective. Procedia-Social and Behavioral Sciences, 221, 342-351.
Gerring, J. (2004). What is a case study and what is it good for? American political science review, 98(2), 341-354.
Hannah, D. P., & Eisenhardt, K. M. (2018). How firms navigate cooperation and competition in nascent ecosystems. Strategic management journal, 39(12), 3163-3192.
Hawley, A. H. (1986). Human ecology: A theoretical essay. University of Chicago Press.
Hesse-Biber, S. N., & Leavy, P. (2010). The practice of qualitative research. Sage.
Holton, E. F., & Burnett, M. F. (2005). The basics of quantitative research. Research in organizations: Foundations and methods of inquiry, 29-44.
Iansiti, M., & Levien, R. (2004). The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability, Harvard Business School Press,(杉本幸太郎 (訳)『キーストーン戦略』 翔泳社, 2007 年). Jacobides, MG, Cennamo, C. and Gawer, A.(2018)“Towards a Theory of Ecosystems,”. Strategic management journal, 39(8), 2255-2276.
Jacobides, M. G., Cennamo, C., & Gawer, A. (2018). Towards a theory of ecosystems. Strategic management journal, 39(8), 2255-2276.
Jagani, S., Marsillac, E., & Hong, P. (2024). The Electric Vehicle Supply Chain Ecosystem: Changing Roles of Automotive Suppliers. Sustainability, 16(4), 1570.
Kandiah, G., & Gossain, S. (1998). Reinventing value: The new business ecosystem. Strategy & leadership, 26(5), 28-33.
Kapoor, R. (2014). Collaborating with complementors: What do firms do? In Collaboration and competition in business ecosystems (Vol. 30, pp. 3-25). Emerald Group Publishing Limited.
Kapoor, R. (2018). Ecosystems: broadening the locus of value creation. Journal of Organization Design, 7(1), 1-16.
Kapoor, R., & Agarwal, S. (2017). Sustaining superior performance in business ecosystems: Evidence from application software developers in the iOS and Android smartphone ecosystems. Organization science, 28(3), 531-551.
Larminie, J., & Lowry, J. (2012). Electric vehicle technology explained. John Wiley & Sons.
Mantovani, A., & Ruiz-Aliseda, F. (2016). Equilibrium innovation ecosystems: The dark side of collaborating with complementors. Management Science, 62(2), 534-549.
Merriam, S. B. (2002). Introduction to qualitative research. Qualitative research in practice: Examples for discussion and analysis, 1(1), 1-17.
Michael, L. B. (2006). [The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability, Marco Iansiti, Roy Levien]. Academy of Management Perspectives, 20(2), 88-90. http://www.jstor.org/stable/4166241
Moore, J. F. (1993). Predators and prey: a new ecology of competition. Harvard business review, 71(3), 75-86.
Moore, J. F. (1996). The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems. HarperBusiness. https://books.google.com.tw/books?id=idDCQgAACAAJ
Moore, J. F. (2006). Business ecosystems and the view from the firm. The antitrust bulletin, 51(1), 31-75.
Rajashekara, K. (2013). Present status and future trends in electric vehicle propulsion technologies. IEEE journal of emerging and selected topics in power electronics, 1(1), 3-10.
Rong, K., Shi, Y., Shang, T., Chen, Y., & Hao, H. (2017). Organizing business ecosystems in emerging electric vehicle industry: Structure, mechanism, and integrated configuration. Energy Policy, 107, 234-247.
Situ, L. (2009). Electric vehicle development: the past, present & future. 2009 3rd International Conference on Power Electronics Systems and Applications (PESA),
Tansley, A. G. (1935). The use and abuse of vegetational concepts and terms. Ecology, 16(3), 284-307.
Teece, D. J. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research policy, 15(6), 285-305.
Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic management journal, 28(13), 1319-1350.
Teece, D. J. (2018). Profiting from innovation in the digital economy: Enabling technologies, standards, and licensing models in the wireless world. Research policy, 47(8), 1367-1387.
Un-Noor, F., Padmanaban, S., Mihet-Popa, L., Mollah, M. N., & Hossain, E. (2017). A comprehensive study of key electric vehicle (EV) components, technologies, challenges, impacts, and future direction of development. Energies, 10(8), 1217.
Watson, R. (2015). Quantitative research. Nursing standard, 29(31).
Yin, R. K. (2009). Case study research: Design and methods (Vol. 5). sage.
Yoon, C., Moon, S., & Lee, H. (2022). Symbiotic relationships in business ecosystem: a systematic literature review. Sustainability, 14(4), 2252.
Zahra, S. A., & Nambisan, S. (2012). Entrepreneurship and strategic thinking in business ecosystems. Business horizons, 55(3), 219-229.