經濟轉型的概念主要是指一種經濟運行狀態轉向另一種不同的經濟運行狀態，就此概念而言，經濟轉型可以表示一個國家或地區的經濟結構和經濟制度，在一定時間內發生的變化，這種變化是經濟體制的更新，是經濟增長方式的轉變，是經濟結構的提升，也是支柱產業的更替。

本個案探討魯凱族霧台村經濟轉型的過程，利用深度訪談和質性研究的方式，針對魯凱族霧台村從原本自給自足的生活模式，到現今的創新商業模式進行探討。魯凱族為原住民族委員會所認證的十六個原住民族之一，大多分布於高雄市茂林區、台東縣東興村和屏東縣霧台鄉。而霧台村隸屬於屏東縣霧台鄉所管轄的行政區劃之一。

面對不斷改變的社會經濟結構，霧台村裡的魯凱族人也不斷想辦法發揮創新巧思來活絡地方經濟，特別是在面對莫拉克風災的重創之後，霧台村盤點在地資源，協力提倡地方創生，積極運用部落裡頭的天然環境和特有作物，透過「在地生產、資源整合、共同創造」等模式，充分使當地商家創造更高價值的商品，慢慢地，霧台村的經濟逐漸活絡，也受到更多媒體及社會大眾的關注，未來霧台村仍會持續創造更多的地方價值。

本個案可用於討論價值共同創造、資源拼湊、資源模組化、 組織靈巧性等相關議題。通過本個案的研討，亦可深入探究地方經濟與地方創生等議題。

The concept of economic transition mainly refers to the transition of one economic operation state to another. In this concept , economic transition can indicate changes in the economic structure and economic system of a country or region in a certain period of time This change is the renewal of the economic system , the transformation of the mode of economic growth, the improvement of the economic structure, and the replacement of pillar industries.

This case discusses the process of economic transition of Wutai in Rukai. Through in depth interviews and qualitative research, discuss Wutai from its original self sufficient living mode to its current innovative business model Rukai is one of the 16 indigenous peoples certified by Council of Indigenous Peoples Mostly distributed in Maolin District, Kaohsiung City, Dongxing Village, Taitung County and Vedai Township, Pingtung County Wutai belongs to one of the administrative divisions under the jurisdiction of Vedai Township, Pingtung County.

Faced with the ever-changing socio-economic structure, the Rukai people in Wutai continue to find ways to use innovative ideas to revitalize the local economy. Especially after the severe damage of the Morakot disaster, Wutai took stock of local resources, promoted local creation, and actively used the natural environment and endemic crops in the tribe Through "local production, resource integration, and
co-creation", fully enable local businesses to create higher value goods Wutai's economy has gradually become active, and it has also received more attention from
the media and the public. Wutai will continue to create more local value in the future.

This case can be used to discuss related issues such as value co-creation, resource patching, resource modularization, and organizational dexterity. Through the discussion of this case, we can also delve into issues such as local economy and local creation.

吳芮潔(2019)開啟 Fandora 盒子：玩轉 IP 商品化。國立臺灣科技大學管理學院MBA碩士班碩士學位論文。
官有垣(2007)社會企業組織在台灣的發展。中國非營利評論(China Nonprofit Review)2007年11月創刊號。
林一宏與王惠君(2007)從隘勇線到駐在所：日治時期李崠山地區理蕃設施之變遷。臺灣史研究，14(1)，71-137 。
林秋綿(1991)臺灣各時期原住民土地政策演變及其影響之探討。臺灣土地研究(2)，23-40。
孫大川(2005)用筆來唱歌-台灣當代原住民文學的生成背景，現況與展望。臺灣文學研究學報，195-227。
傅君(1998)活化部落經濟生機-振興原住民民族經濟及產業發展之研究。行政院原住民委員會八十七年度專案計畫執行成果報告。
鄭吉村(2014)小鎮文創的社會創新模式。國立臺灣科技大學EMBA碩士在職專班碩士學位論文。
鄭勝分(2007)社會企業的概念分析。南華大學公共行政與政策研究所，政策研究學報，第8期，65-108。

Adrian F. Payne, Kaj Storbacka , & Pennie Frow (2007). Managing the co-creation of value Journal of Academy of Marketing Science, 36(1), 83-96.
Austin, James E., & M. May Seitanidi (2012). Collaborative Value Creation：A Review of Partnering Between Nonprofits and Businesses：Part I. Value Creation Spectrum and Collaboration Stages. Nonprofit and Voluntary Sector Quarterly, 41(5), 726-758.
Baker, T., & Nelson, R.E. (2005). Creating something from nothing：Resource construction through entrepreneurialbricolage. Administrative Science Quarterly, 50, 392-266.
Baldwin, C. Y., & Clark, K. B. (2003). Managing in an age of modularity. Managing in the modular age: Architectures, networks, and organizations, 149, 84-93.
Charles A. O’Reilly III & Michael L. Tushman (2004). The Ambidextrous Organization. Hardware Business Review, 82(4), 74-81.
Di Domenico, M., Haugh, H., & Tracey, P. (2010). Social bricolage: Theorizing social value creation in social enterprises. Entrepreneurship theory and practice, 34(4), 681-703.
Duncan, R.B. (1976). The ambidextrous organization : Designing dual structures for innovation. The Management of Organization, 1(1), 167-188.
Forsström , B.(2005).Value co-creation in industrial buyer-seller partnerships-creating and exploiting interdependencies: an empirical case study.
Gerald Zaltman (2011). Co-creation：Harvesting the Unconscious to Create Value for Business and Society. Rotman Magazine, 41-45.
Julian Birkinshaw and Cristina Gibson (2004). Building Ambidexterity Into an Organization. MIT Sloan Management Review, vol 45, no.47-55.
Levi-Strauss, C.(1966). The savage mind. University of Chicago Press.
March,J.G. (1991). Exploration and exploitation in organizational learning. Organization science, 2(1), 71-87.
Andriopoulos, C., & Lewis, M. W. (2009). Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organization science, 20(4), 696-717.
Michael E. Porter, and Mark R. Kramer (2011). Creating Shared Value. Harvard Business Review, 1-17.
Tushman, M. L., & O'Reilly III, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California management review, 38(4), 8-29.
Raisch,S., & Birkinshaw,J.(2008). Organizational ambidexterity : Antecedents, outcomes, and moderators. Journal of Management, 34(4), 375-409.
Ramaswamy, V., & Gouillart, F. J. (2010). The power of co-creation: Build it with them to boost growth, productivity, and profits. Simon and Schuster.