服務創新過程中遇到制約要如何回應，挑戰著每一位設計者。目前文獻雖然談到以隨創的手法來活化資源，卻亟需探索資源轉換的方式。隨創作法中，物質性資源以拼湊為核心，文化性資源以社會建構來施力去轉化對資源的印象。這兩種隨創模式都提供激活資源的方式，然而當前實務卻對在地資源的應用比較陌生。特別是，設計者如何能由在地資源找到解除制約的構思，進而轉換資源的價值，形成解決方案。本研究以星野集團的OMO都會型旅館為研究對象，分析星野如何運用在地資源來回應劣勢條件，理解在地資源的取用與轉化，至形成解決方案的作法。學理上，本研究對隨創文獻的貢獻著重於資源轉換的手法，點出改變資源的性質何以能轉變資源的價值。實務上，本研究將省思目前服務創新以及地方創生的迷思，並提出資源轉換導向的新作法。透過星野的隨創方式，可體會到服務隨創的精神不僅是資源的拼湊與建構，更是思維上的轉變與啟蒙。當我們能用積極的視角看待貌似劣質的資源，便可隨手拈來皆是創新。

How may we respond to constraints in the process of developing new services, is a challenge that confronts every designers. Although current literature indicates the use of bricolage to activate resources, we know relatively little about how resources may be converted. In exercingin bricolage, the material thesis proposes to make-do with resource, whereas the cultural thesis applies social construction to transform the impression of resources.Both models suggest ways to mobilize resources. Nonetheless, contemporary practices still are not entirely familiar with the use of local resources. Particularly, designers may face obstacles to resolve constraints through local resources and convert their value before forming solutions. This study examines the case of Hoshino’s OMO metropolitan hotels and analyzes how it reacts to unfavorable conditions by leveraging and converting local resources.A theoretical insight points out that the transformation of resources’ value depends largely on the conversion of resources’ quality. Practically, this research speaks to service innovation and urban rejuvenation, highlights those myths underlying current practices. This case study inspires us to reflect that the essence of bricolage lies not solely in the making-do and construction of resources. Rather, it is more of an enlightenment of how we perceive our staus quo. When we could positively reframe seemingly unpleasant resources, innovation would come in handy ubiquitously.

中文文獻
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蕭瑞麟，2019，《服務隨創：少力設計的邏輯思維》，台北：五南書局學術專書。
蕭瑞麟、徐嘉黛，2020，「境隨心轉：服務隨創中的認知轉移與資源轉換」，《組織與管理》，即將發表。
蕭瑞麟、歐素華、吳彥寬，2017，「逆勢拼湊：化資源制約為創新來源」，《中山管理評論》，第1期，第25卷，219-268頁。
蕭瑞麟、歐素華、陳煥宏，2019，「負負得正：相依性如何促成負資源轉換」，《組織與管理》，第12卷，第1期，第127-171頁。
蕭瑞麟、歐素華、陳蕙芬，2014，「劣勢創新：梵谷策展中的隨創行為」，《中山管理評論》，第2期，第22卷，323-367頁。
蕭瑞麟、歐素華、蘇筠，2017，「逆強論：隨創式的資源建構過程」，《台大管理論叢》，第4期，第27卷，43-74頁。

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