今之企業正處於全球性的動態競爭環境之中，許多企業已體認到自給自足並不是一件有利的選擇。因此，透過策略聯盟的方式，自夥伴企業處學習其知識能力進而移轉伸植於本身組織內，乃成為強化企業本身競爭優勢之有效途徑。此外，新產品開發是一繁複的過程，而且廠商的新產品開發之績效，往往與外在環境及廠商本身所具備的條件等相關因素有很大的關係。由於全球之企業正面臨著產業經營環境的巨大變遷，因此，企業為能夠快速的進入市場或分散部份之經營風險，有效的建立策略聯盟是否將有助於企業快速地取得成功，成為一關注之焦點。然而，當外部環境處於高度變動之下，企業如何審視本身條件，抉擇策略聯盟之建立與否以提升新產品績效，進而創造較佳之績效展現，卻是相關文獻中較少探討之課題。本研究以此為研究動機，試圖由過去學者所提出的理論整理出一個影響建立策略聯盟決策之因素，及其對新產品績效影響之模型，配合實證的方式來驗證這些假設，並提出以下二項主要之研究目的：
1.探討組織內部之知識屬性、核心能力、組織資源、組織文化與創新類型，對新產品績效之影響。
2.探討策略聯盟決策與組織內部因素交互作用下，是否對新產品績效有所影響。

　　本研究主要探討組織在發展過程中，策略聯盟決策與組織內部因素對新產品績效之影響。依據五項組織之內部因素：知識屬性、核心能力、組織資源、組織文化與創新類型，對新產品績效之影響做出假設1-5；而上述五項組織內部因素與策略聯盟決策之交互作用對廠商績效之影響則做出假設6-10。
　　本研究的母體是以中華徵信所所公布的5000大企業為主要調查對象，涵蓋了一般製造業、高科技產業及服務業，採取分層隨機抽樣，分為五層以亂數表選取之，共計發放400份問卷，問卷詢問對象為公司之高層主管，並以公司為單位一家廠商寄出一份樣本。回收之有效問卷為103份，問卷之有效回收率為25.75％。
　　研究結果發現知識屬性、核心能力、組織資源、組織文化與創新類型的確會對新產品績效產生影響；且上述五項因素與策略聯盟決策的交互作用結果會產生較佳之新產品績效。鑑於此結果，本研究鼓勵台灣企業台灣企業勢必要拋棄過往成功的特質，並且發展出學習新能力的架構，適時地透過適當的策略聯盟方式，以縮短新產品開發時間，並加快新產品上市，如此台灣的企業也才能迎向充滿嶄新機會的未來，並且繼續在國際競爭中大放異彩。

　　Nowadays, the firms are in the global dynamic competitive environment. A lot of firms have already realized that the self-sufficiency actually is not the best beneficial choice. Therefore, in order to increase the core competence of the firms, strategic alliance is a good and effective way. Despite the increasing importance of the strategic alliance decisions, little has been done in the literature in examining the relationship among the internal determinants, the strategic alliance decisions, and the performance of the firms. Therefore, this study attempts to fill the gap in the literature by providing an integrative research framework through extensive literature review to identify the key determinants and to examine the relationships among these determinants, the strategic alliance decisions, and the performance of new product. Based on the literature review, hypotheses were proposed and then examined through an empirical study.
　　The population in the study is the top 5000 firms of Taiwan listed in the China Credit Information Service Incorporation. A random stratified sampling method was used to select 80 firms in each of the five levels. 400 questionnaires were mailed. Of the 400 questionnaires mailed, 110 responses were received and seven of them were incomplete. The remaining 103 valid and complete questionnaires were used for the quantitative analysis. It represents a useable response rate of 25.75%.
　　The major finding of this study include: First, the results of the multiple regression analyses show support for the direct effects of knowledge attribute, core competence, organization resources and innovation types on the strategic alliance decisions. In addition, the results of the ANOVA analyses also show support for the direct effects of organization culture on the strategic alliance decisions. Secondly, the results of the ANOVA analyses indicate that the knowledge attribute, core competence, organization resources, organization culture and innovation types have interaction effects with the strategic alliance decisions on the performance of new product.

一、中文部份
張如蓮（1996）,「高科技事業中創新類型與組織知識創造之研究」，國立政治大學科技管理研究所未出版碩士論文。
唐順明（2001），「環境不確定情況下策略聯盟管理對於績效影響之研究」，中山管理評論，第九卷第三期，頁335-372。
陳忠仁、張慶原（2002），「高科技廠商利用策略聯盟進行知識移轉之研究」，科技管理學刊，第七卷第一期，頁37-60。
楊子江、王美音譯（1997），「創新求勝」，遠流出版。
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吳凱琳譯（2000），「創新的兩難」，商周出版。

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