Solving industrial problems in a networked economy requires transitioning from an intra-organizational perspective to an "inter-organizational interaction" approach and competition among value networks, whereby the value network of customers and suppliers creates a sustainable competitive advantage through resource sharing, aligning value chain processes, and generating synergy in the value proposition. The realization of this model faces two key challenges: first, the difficulty of identifying problems that arise without interaction and designing communication channels, interaction levels, and coordination mechanisms among network nodes; second, conflicts of interest among organizations that, without effective management, can render interaction inefficient or detrimental. To overcome this situation, policy strategies include strengthening effective communication among value network elements, defining shared goals and building trust based on business justifications and legal mechanisms, identifying multi-level interactions (what, how, and why), expanding system boundaries and the time horizons of organizations to enhance cooperation justification, and creating a competitive environment to foster an "obligation to interact." Furthermore, shifting perspectives toward strategic partners through stakeholder analysis, promoting the culture of successful organizations in collaborative problem-solving, formulating fundamental solutions for conflict-of-interest governance and transparency, and guarding against the degeneration of interaction into its opposite due to circular causality are introduced as prerequisites for norm-building and the sustainability of inter-organizational interactions.