觀看過去一般台灣連鎖商場事業，在「坪坪計較」的選體模式下，匯聚眾家精品名牌為商場舞台燈之所在。而在創意經濟潮流之下，漸漸的，許多添加了在地智慧與職人精神的在地品牌與新銳設計開始有機會露出於通路商場之中。當商場中的進駐品牌，背後都有他有意思的地方時；當商場越來越不像商場的時候，成為一個文化場域時；當商場內的體驗活動，無形中讓顧客主動的參與度變得更高時，這時候顧客就願意停留在這個地方更久，與這個地方產生連結感，並創造難忘的回憶。 總是聽說「文化是好生意」，而商場如何運用在地創意生活事業家的智慧與成果，以通路力量將這些吸飽風土涵養的微型文創送上舞台呢，更進一步成為台灣對向世界的文化櫥窗呢？而商場更要擁有什麼樣的能耐與經營模式讓顧客感受到在地創意生活的魅力，進而達成其營運價值與目標？故此，本研究由此著眼，主要探討三項研究問題。 一、複合式創意生活商場與進駐品牌之互動特點？ 二、複合式創意生活商場中，其營運組織之特色？ 三、複合創意生活商場與顧客的互動關係？ 為了解複合式創意生活產業，如何運用體驗經濟思維創造在地文化場域，因此選擇以台灣在地生活為商場營運提案之兩家企業：誠品生活松菸店與林百貨，作為個案研究對象。 本研究發現，創意生活商場主要以開發在地創意生活潛力品牌為選題邏輯，也因在地品牌與商場有深刻在地情感連結之下，願意相互配合，而商場透過其空間力「撫育」品牌，也強化未來商場匯聚品牌之力道。在經營面向上，創意生活商場需要結合商場組織與成員之經歷與學習，將知識轉移成為商場經營核心能耐，而最後需要以創意生活商場為互動平台，創造商場、進駐品牌與顧客之互動，例如主題式活動或體驗販售，以體驗共創來為三方帶來價值，而商場群聚有共同體認者，進一步能成為在地美學社群。 / The term “Experience Economy” was first delineated in an article published in 1998 by B. Joseph Pine II and James H. Gilmore, named "The Experience Economy". In it they described the experience economy as the next economy following the agrarian economy, the industrial economy, and the most recent service economy. In the trend of experience economy, or so-called “Creative Economy”, people place a high value on local experience and craftsmanship in shopping mall instead of caring the size of the space solely. On these conditions, the concept of traditional shopping mall has been transformed into “Creative Living Mall.” Creative living mall operates businesses that orchestrate memorable events for their customers, and that memory itself becomes the product — the "experience". In order to understand how to better leverage the value of experience and memory in creative living mall, this study attempts to discuss the dynamics between creative living mall operators and the brands, the interactions with customers, and the organizational management. Two cases investigated in this study are eslite and HAYASHI. This thesis shed lights on the importance and the meaning of co-creation of memories and experiences in creative living mall. Literature review and in-depth interviewing of the one-year long research led to the following conclusions. First, creative living mall and local brands are emotionally connected to achieve co-existence and co-flourishing. Therefore, co-existence can then offers to both malls and brands enormous growth potential. Second, the operating teams of malls come from diverse and extensive related expertise background. These local and cultural working experiences combine to create precious knowledge and know-how, and further build core competence. Last but not least, this study concludes that customers, malls and local brands are the essence of the value creation system. This value system can further create an environment that fosters the formation of aesthetic community.