傳統組織價值鏈研究主要偏重在「組件商－製造商－品牌商」三者上、下游之間的二元、靜態與單向互動關係。然而，本文運用個案研究法並訪問14位智慧型手機及運動鞋產業專家，分別從「組件商」、「製造商」及「品牌商」的不同觀點與角度來觀察，結果發現：(1)當製造商無法滿足品牌商與組件商生存所需的關鍵資源時，品牌商與組件商會跨過製造商直接建立事業關係，因此，在傳統的垂直價值鏈治理關係之下，還同時存在另一種「品牌商－組件商」間跨層次組織價值鏈關係；(2)三者彼此之間形成網絡式組織價值鏈的關係治理；(3)當跨層次組織價值鏈發生時，製造商將與品牌商或組件商形成動態競爭與合作關係；(4)製造商會有更積極的作為，以擴展在生產價值鏈的價值及減少品牌商與組件商直接建立跨層次的組織價值鏈關係。本文所發現的組織間多元、動態與雙向之互動關係，可補充過去研究缺口之不足。

Traditional organizational value-chain relationship research focuses on the dyadic, static and unidirectional organizational relationship among upstream component suppliers, manufacturers and downstream brands. In this study, however, with case study, interviewing 14 experts who are familiar with smart phone industry and sport shoemaking industry, and respectively observing from the different viewpoints of the above three kinds of firms, we find: 1. when manufacturers cannot satisfy the other two€ needs for key resources, upstream component suppliers and downstream brands will build direct business relationship. Therefore, besides traditional vertical value-chain relationship, some cross-level organizational relationship exists between brands and component suppliers. 2. the value-chain relationship governance type would be the network model among the component suppliers, manufacturers and brands. 3. when cross-level value-chain happens, dynamic competitive and cooperative relationship will appear between manufacturers and brands or component supplies. 4.manufacturers will work harder to expand their value in value-chain and suppress the direct cross-level value-chain between brands and component suppliers. The findings of this study that the cross-level interact and organizational value-chain relation are characterized as triadic, dynamical competitive and multi-directional intent fill the research gap of traditional organizational value-chain relationship governance.