隨著市場全球化的趨勢，以及經濟體系開放的時代來臨，企業是與全球所有的競爭者共同競爭，而不再僅限於區域性的競爭，因而使得企業在市場上所要面對的挑戰較以往更勝數倍。因此在進入90年代以後，策略聯盟被認為是企業要成長及俱備競爭力的重要方式（Drucker, 1989）。由於策略聯盟不斷存在於企業發展的主流中且積極被發展，使得策略聯盟成為企業界一種隨處可見的現象（Gulati, 1998）。
　　但根據過去學者的研究調查發現，並非所有的策略聯盟都是成功的，有高達70%失敗的可能（Gonzalez, 2001）。而在這些調查當中，多數的公司主管認為，締盟前的失誤是失敗的主因，也就是說公司選擇了不適當的公司企業做為合作對象，因而導致結盟的失敗（Cyrus Freidheim, 2000）。
　　中華電信在2005年8月9日經由海內外釋股成功，政府（交通部）持股比例降至47.84%，大幅提升了該公司之策略自主性與彈性。而中華電信乃台灣電信產業之龍頭企業，其策略方向應可作為探討整體產業策略的重要參考依據，因此本研究將以中華電信為例，探討電信公司評選策略聯盟夥伴的準則為何，而績效最佳的聯盟型態又為何。
　　本研究乃運用蒐集相關文獻以彙整產業中選擇策略聯盟夥伴時之評估準則，配合使用模糊德菲法的方式，進行準則篩選；再運用模糊層級分析法延請中華電信中高階主管在上述所建立的評估層級中進行評比，以建構一套電信產業評選策略聯盟夥伴時的架構模式。
　　研究結果發現，電信公司認為最重要的準則是雙方過去的合作經驗，其次是聯盟網路的互補與夥伴過去的風評與聲望；而認為績效最佳的策略聯盟類型依序是供銷聯盟、異業聯盟、同業非競爭性聯盟、同業競爭性聯盟。另外，雖然根據業務性質的差異，各分公司所重視之評選準則略有差異，但大體上不影響其認為績效最佳之聯盟類型排序。

With the trend of market globalization and the opening economic system, the challenges that the enterprises had to encounter in the market are much bigger than those in old days in terms of the industry competition had been transformed from local to global competition.. Therefore, the strategic alliances were considered as an important way which can help enterprises grow and hold the edge since 2000's.
But according to the past researches, not all the strategic alliances were successful but up to 70% possibility of alliances fails (Gonzales, 2001). In these researches, most of the company managers believed that the failure before making the alliance was the main cause (Cyrus Freidheim, 2000).
The government (MOTC, Ministry of Transportation and Communications R.O.C ) held only 47.84% stock right after Chunghwa Telecom was privatized in August, 9th, 2005, which substantially promoted the independence and flexibility of the company. Nevertheless, Chunghwa Telecom is the head enterprise in Taiwan telecom industry, so its tactic direction should be taken as a reference material when we probe into the overall industry strategies. This research took Chunghwa Telecom as an example, to discuss what the most important criterion is when telecom companies select strategic alliance partners, and what kind of alliance type they would pay much attention to.
In this paper, in order to construct the criteria framework of selecting strategic alliance partners for telecom companies, first of all, we used Fuzzy Delphi to sieve the selection criteria which were collected in the related literatures; then we invited Chunghwa Telecom’s managers to evaluate the importance of those criteria; finally, we used the Fuzzy AHP to calculate the weight of the criteria. After all, we could construct a complete criteria framework of telecom industry in Taiwan.
The results in this research, we found that the most important criterion for telecom company is the past cooperation experiences; and the types in performance order are Procompetitive Alliance, Precompetitive Alliance, Noncompetitive Alliance, and Competitive Alliance.

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