近年來，策略聯盟的研究領域中，對於聯盟網絡的重視逐漸增加。多數研究都聚焦於公司在網絡中的地位或是網絡的結構關係。然而，本研究主要在探討公司的策略聯盟組合，並且將聯盟網絡與策略聯盟組合做了清楚的區別。
本研究討論與公司聯盟組合的相關議題，也就是聯盟組合其規模、多樣性和管理模式(合資/合約)，這些因素是如何影響公司其績效表現。此外，本研究引入一個概念，當公司的聯盟組合其規模在擴張且複雜度提高時，若有一個專責管理聯盟組合的團隊來統籌聯盟組合相關事務，是否會使公司的績效有所提升。
研究結果顯示聯盟組合其多樣性與管理模式(合資/合約)確實對公司績效產生影響；多樣性與公司績效的關係呈現倒U字型，而採合資的聯盟組合越多對公司績效的影響為負向。但是，加入專責小組統籌聯盟組合之事務後，多樣性與公司績效的關係則呈現U字型，而採合資的聯盟組合越多對公司績效為正向影響。
本研究旨在提供經理人管理聯盟組合時的參考方向，證據顯示聯盟專責小組的確對聯盟組合管理有助益；然而，並非所有公司都得設立專責小組統籌聯盟組合之活動，實際運作仍端視公司狀況而定。

Within the field of alliance management, alliance networks research has gained increasing focus over the years. Much of this attention has been on the firm’s strategic position within its alliance network or on the network structure. However, this study focuses on the firm’s alliance portfolio and makes a clear distinction between the terms alliance network and alliance portfolio.
This thesis discusses some of the main issues regarding a firm’s portfolio and how it affects the firm’s economic performance, namely the portfolio size, how diverse the portfolio is and also the type of governance structures of its alliances, be it equity or non-equity, within the portfolio. Furthermore, this study introduces the concept of a dedicated alliance function in managing the firm’s growing and increasingly complex alliance portfolio.
The results of this study indicate that diversity and the governance structures of alliances within the portfolio do affect the firm’s economic performance, where diversity has an inverse “U-shaped” relation while equity alliances were shown to have a negative relation. However, the results also suggest that after establishing an alliance function, the relation between diversity and performance will become “U-shaped”, whereas equity alliances positively affect performance.
While this thesis does not explicitly recommend firms to establish an alliance function to manage their alliance portfolios, it does raise important issues for managers to consider before investing in an alliance function.

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