本研究在 Brandenburger & Nalebuff (1996) 的「價值網」架構，納入Tushman & O’Reilly (1996) 的「協調組織」，結合實務經驗與文獻案例，建構一個整合外部環境與內部組織的價值創造模型，提供企業在不同階段擬訂策略走向及調整內部組織之思維。此外，企業在整合價值網之過程中，除了必須考
量「價值網」中每個角色的觀點，也要注意長、短期目標的連結。本研究從不同角度例釋企業價值網之整合原理，並以「個案研究」方式，解釋個案公司VT集團在成長歷程的決策經驗。最後，VT集團先發展「自有品牌」，再為其他公司「代工設計」，然後「代工生產」，本研究詳細解釋其背後成因，並透過VT集團的成長歷程，說明企業應持續檢視外在環境因素的變化，配合策略的改變調整組織的結構、任務、人員與文化。

This paper links practical experiences and cases study in literatures to build a business value-net-integration model, which integrates the “value-net” proposed by Brandenburger & Nalebuff (1996), and the “ambidextrous organization” presented by Tushman & O’Reilly (1996). This model provides a thinking schema to help companies create value by integrating the external environment and the internal organization for business development in different stages. Moreover, it needs to consider not only the perspectives of the roles in the value net, but also the linkage of long-term and short-term objectives. It illustrates the rules to integrate business value net and explains the growth process by cases study. Finally, it is discovered that VITA Group develops from OBM, ODM and then OEM. Such experiences are different from other companies in Taiwan that its reasons are explained in this study. From the growth process of VITA, it is discovered that businesses should continuously survey the change of external environment and adjust the structure, task, people and culture of the internal organization to fitting the strategy.