由於技術快速的變動和研發成本的增加，研發聯盟成為一種常見的模式，公司基於各種不同的動機和其他公司進行合作來開發新產品，透過研發聯盟的運作，公司可以改善組織能力和降低環境不確定性。因此，本研究欲建立一整合性的模式，探討研發聯盟的動機、聯盟後獲得的組織能力、新產品開發績效、環境不確定性之關係。
　　透過一系列電子郵件問卷調查，本研究的實證結果發現，公司參與研發聯盟的動機越強，其新產品開發績效和所獲得的組織能力越高，且不同的研發聯盟動機所獲得的新產品開發績效和組織能力也不同，此外，所獲得的組織能力越高，新產品開發績效也越高，最後，研究結果也發現，環境不確定性有干擾效果，會降低聯盟後獲得的組織能力對新產品開發績效的正面效果。

　　Due to rapid technology change and R&D cost increase, firms entering into R&D alliance are become a common mode in the recent year. Firms cooperate with other firms to develop new product with different motives. Through R&D alliance, firms can improve organizational capabilities and reduce the environment uncertainty. Hence, this study attempts to integrate relevant literature to develop a comprehensive research model, as well as to investigate the interrelationships among formation motives of R&D alliance, organizational capabilities obtaining from R&D alliance, new product development (NPD) performance, and environment uncertainty.
　　Through a series of questionnaire survey, the results of this study indicate that stronger formation motives of R&D alliance will lead to better NPD performance and organizational capabilities. Besides, different oriented motives of R&D alliance tend to obtain different NPD performance and organizational capabilities. Furthermore, more organizational capabilities obtaining from R&D alliance will lead to better NPD performance. Finally, environment uncertainty has the moderating effect that reduces the positive effect of organizational capabilities on NPD performance.

Aaker, D., “Managing the most important asset: Brand Equity,” Planning Review, 20 (5), 56-58, (1992)

Afuah, A., “Redefining firm boundaries in the face of the internet: Are firms really shrinking? ” Academy of Management Review, 28, 34-53, (2002)

Almeida, P., “Knowledge sourcing by foreign multinationals: Patent citation analysis in the US semiconductor industry,” Strategic Management Journal, Special Issue on Knowledge and the Firm, 7, 155-165, (1996)

Amit, R. and P. J. Schoemaker, “Strategic assets and organizational rent,” Strategic Management Journal, 14, 33-46, (1993)

Appleyard, M., “How does knowledge flow? Interfirm patterns in the semiconductor industry,” Strategic Management Journal, 17(Winter Special Issue), 137-154, (1996)

Argyris, C. and Schon, D., “Organizational learning: A theory of action perspective,” Reading, MA: Addison-Wesley, (1978)

Argyris, C. and D. Schon, “Organizational learning II: Theory, Method and Practice,” MA: Addison-Wesley, (1996)

Aubert, Benoit A., Suzanne Rivard , and Michel Party, “A transaction cost approach to outsourcing behavior: Some empirical evidence,” Information & Management ,30 , 51-64, (1996)

Auster, E. R., “International cooperational corporate linkages: Dynamic forms in changing environments,” The Columbia Journal of World Business, (Summer), 3-6, (1987)

Badaracco, J.L., “The knowledge link: How firms compete though strategic alliances,” Harvard Business School Press, (1991)

Balakrishnan, S. and M. P. Koza, “Information asymmetry, adverse selection and joint ventures: Theory and evidence,” Journal of Economic Behavior and Organization, 20, 99-117, (1993)

Barney, J. B., “Firm resources and sustained competitive advantage,” Journal of Management, 17, 99-120, (1991)

Barney, J. B., “Gaining and sustaining competitive advantage,” Reading, Mass.: Addison-Wesley Pub.Co., (1997)

Bedeian, A.G., “Organization: Theory and analysis,” 2th ed, New. York : Dryden Press, (1984)

Bensaou, M. and N. Venkatraman, “Configurations of interorganizational relationships: A comparison between U.S. and Japanese automakers,” Management Science, 41, 9, 1471-1492, (1995)

Blau, P., “Exchange and power in social life,” New York: Wiley, (1964)

Boyd, KB, Dess, GG, and Rasheed, AMA, “Divergence between perceptual and archival measures of the environment: causes and consequences,” Academy of Management Review, 18, 204-226, (1993)

Burns, T. and G. M. Stalker, “The management of innovation,” Cambridge: Oxford University Press, (1994)

Capon, N, J. Farley, D. Lehmann, and J. Hulbert, “Profiles of product innovators among large US manufacturers,” Management Science, 38 (2), 157-169, (1992)

Carlton, Perloff, Carlton, D.W. and Perloff, J.M., “Modern industrial organization,” Harper Collins, 2 nd edition., (1994)

Chesnais, F., “Technical cooperation agreements between firms,” Science Technology & Industry Review, OECD, 4, 51-120, (1988)

Coase, R. H., “The nature of the firm,” (1937)

Collins, D. J., “A resource-based analysis of global competition: the case of the bearings industry,” Strategic Management Journal, 12, 49-68, (1991)

Cooper, R. G., and E. J. Kleinschmidt, “New products: What separates winners from losers?” Journal of Product Innovation Management, 4, 3, 169–84, (1987)

Dahl, R. A., “The concept of power,” Behavioral Science, 2, 201-205, (1957)

Davlin, G., and Bleackley, M., “Strategic alliances-guidelines for success,” Long Range Planning, 21, 5, 18-23, (1988)

Day, G. S., and Klein, S., “Cooperative behavior in vertical markets: The influence of transaction costs and competitive strategies,” Review of Marketing, Houston ed., American Marketing Association, (1987)

Dierickx, I., Cool, K., “Asset stock accumulation and sustainability of competitive advantage,” Management Science, 35, 12, 1504-1511, (1989)

Dinneen, G. P., “R&D consortia: Are they working?" Research and Development, June, 62-66, (1988)

Doz, Y. L., and Hamel, G., “Alliance advantage: The art of creating value through partnering,” Boston: Harvard Business School Press, (1998)

Driva, H., Pawar, K.S. and Menon, U., “Measuring product development performance in manufacturing organizations,” International Journal of Production Economics, 63, 147-159, (2000)

Duncan, R. and Weiss, A., “Organizational learning: Implications for organizational design,” Research in Organizational Behavior, 1, 75-123, (1979)

Dyer, J. H., Kale, P., and Singh, H., “How to make strategic alliances work: Developing a dedicated alliance function is key to building the expertise needed for competitive advantage,” Sloan Management Review, 42, 4, 37-43, (2001)

Emerson, R. M., “Power-dependence relations,” American Sociological Review, 27, 31-41, (1962)

Faems, D., Van Looy, B., and Debackere, K., “Interorganizational collaboration and innovation: Toward a portfolio approach,” Journal of Product Innovation Management, 22, 3 , 238 – 250, (2005)

Fang, S.C., “The consortia formed between industry and research institution: the features、interaction mechanisms and performance,” (1998)

Farrell, J. and G. Saloner, “Standardization, compatibility, and innovation,” Rand Journal of Economics, 16, 70-83, (1985)

Folster, S., “Do subsidies to cooperative R&D actually stimulate R&D investment and cooperation? ” Research Policy, 24, 403-417, (1995)

Ford, D., “Develop your technology strategy,” Long Range Planning, 21 (1), 85-95, (1988)

Frooman, J., “Stakeholder influence strategies,” Academy of Management Review, 24 (2), 191-205, (1999)

Ghemawat, P., “Sustainable advantage,” Harvard Business Review, 64, 5, 53-9, (1986)

Glaister, K. W., and Buckley, P. J., “Strategic motives for international alliance formation,” Journal of Management Studies, 33 (3), 301-332, (1996)

Glaister, K., W., “Theoretical perspectives on strategic alliance formation,” in P. E. Earl (ed.) Management, Marketing and the Competitive Process, Cheltenham: Edward Elgar, (1996)

Gomes-Casseres, B., “The alliance revolution: The new shape of business rivalry,” Cambridge, MA: Harvard University Press, (1996)

Grant, R. M., “The resource-based theory of competitive advantage: implications for strategy formulation,” California Management Review, 33 (3), 114-135, (1991)

Griffin, A., and A. L. Page, “PDMA success measurement project: recommended measures for product development success and failure,” Journal of Product Innovation Management, 13, 478-96, (1996)

Grindley, P. C., and D. J. Teece, “Managing intellectual capital: Licensing and cross-licensing in semiconductors and electronics,” California Management Review, 39(2): 1-34, (1997)

Gulati, R., “Alliances and networks,” Strategic Management Journal, 19, 293-317, (1998)

Hagedoorn, J., and J. Schakenraad, “A comparison of private and subsidized inter-firm linkages in the European IT industry,” Journal of Common Market Studies, 31, 373-390, (1990)

Hagedoorn, J., “Understanding the rationale of strategic technology partnering: interorganizational modes of cooperation and sectoral differences,” Strategic Management Journal, 14, 371-385, (1993)

Haklisch, and Carmelia S., “Technical alliances in the semiconductor industry,” Mimeo, New York University, (1986)

Hamel, G., Doz, Y. L. and Prahalad, C. K., “Collaborate with your competitors and win,” Harvard Business Review, 67 (1), 133-139, (1989)

Hamel, G., “Competition for competence and inter-partner learning within international strategic alliances,” Strategic Management Journal, 12, 83-103, (1991)

Hamel, G., “‘The concept of core competence’, competence-based competition,” 11-33, (1994)

Harrigan, K. R., “An application of clustering for strategic group analysis,” Strategic Management Journal, 6, 55-73, (1985)

Harrigan, K. R., “Joint ventures and competitive strategy,” Strategic Management Journal, 9 (2), 141-158, (1988)

Hauschildt, J., “Towards measuring the success of innovations,” IEEE Transactions on Engineering Management, 7, 605-609, (1991)

Hedberg, B. L., “How organizations learn and unlearn,” In P. Nystrom and W. Starbuck (eds.), Handbook of Organization Design, 1, 1-27. New York: Oxford University Press, (1981)

Hennart, J. F., “The transaction costs theory of joint ventures: An empirical study of Japanese subsidiaries in the United States,” Management Science, 37, 483-497, (1991)

Hillebrand, B., Biemans, W. G.., “Links between Internal and External Cooperation in Product Development: An Exploratory Study,” Journal of Product Innovation Management, 21, 2, 110-122, (2004)

Hladik, K. J., “R&D and international joint ventures,” In FJ Contractor and P. Lorange (eds.), Cooperative Strategies in International Business, 187-203, (1988)

Huber, G. P., “Organizational learning: The contributing process and the literatures,” Organization Science, 2, 1, 88-115, (1991)

Inkpen, A., “Learning, knowledge acquisition, and strategic alliances,” European Management Journal, 16, 223-229, (1998)

James, B., “Alliances: The new strategic focus,” Long Range Planning, 18 (3), 76-81, (1985)

James, G. E., “Strategic alliances as "virtual integration": A longitudinal exploration of biotech industry level learning,” Academy of Management Journal, Best Papers Proceedings, 469-473, (1995)

Jaworski, B. J., and Kohli, A. K., “Market orientation antecedents and consequences,” Journal of Marketing, 57, 53-70, (1993)

Kale,P., and Singh, H., “Alliance Capability and Success: A. Knowledge Based Approach,” Wharton School of Business, WhitePaper, (1999)

Kanter, R. M., “Power failure in management circuits,” Harvard Business Review, 57 (4), 65-75, (1979)

Kanter, R. M., “The new managerial work,” Harvard Business Review, 67, 85-92, (1989)

Karen, C., Nigel, P., and David C., “Assessing the performance of strategic alliances: Matching metrics to strategies,” European Management Journal, 18, 5, 529-540, (2000)

Katz, M. L., and C. Shapiro, “Technology adoption in the presence of network externalities,” Journal of Political Economy, 94, 4, 822-841, (1986)

Katz, M. L., “Black Indians: A hidden heritage,” New York: Atheneum, (1986)

Khanna, T., Gulati, R., and Nohria, N., “The dynamics of learning alliances, Competition, cooperation and relative scope,” Strategic Management Journal, 19 (3), 193-210, (1998)

Kogut, B., “A life cycle of joint ventures,” Management International Review, Special Issue, 39-52, (1988)

Kogut, B., “Joint ventures: Theoretical and empirical perspectives,” Strategic Management Journal, 9 (4), 319-332, (1988)

Kusunoki, K., I. Nonaka and A. Nagata, “Organizational capabilities in product development of Japanese firms: a conceptual framework and empirical findings,” Organization Science, 9 (6), 699-718, (1998)

Lado, A. and Wilson, R., “Human resource systems and sustained competitive advantage: A competency based perspective,” Academy of Management Review. 19(4):699-727, (1994)

Learned, E. P., Christiensen, C. R., Andrews, K. R., and Guth, W. D., “Business policy: Text and cases,” Homewood, IL: Richard D. Irwin, Inc., (1969)

Leonard-Barton, D., “Core capabilities and core rigidities: A paradox in managing new product development,” Strategic Management Journal, 13, summer special issue, 111-125, (1992)

Lin, B. and C. Chen, “The effects of formation motives and interfirm diversity on the performance of strategic alliance,” Asia Pacific Management Review, 7 (2), 139-166, (2002)

Lorenzoni, G., and Lipparini, A., “The leveraging of interfirm relationships as a distinctive organizational capability: A longitudinal study,” Strategic Management Journal, 20, 317-338, (1999)

Lubatkin, M., “Merger strategies and stockholder value,” Strategic Management Journal, 8, 39-53, (1987)

Makadok, R., “Toward a synthesis of the resource-based and dynamic-capability views of rent creation,” Strategic Management Journal, 22, 387-401, (2001)

McGrath, R. G., Tsai, M., Venkataraman, S., and MacMillan, I. C., “Innovation, competitive advantage and rent: A model and test,” Management Science, 42, 389-403, (1996)

Miotti, L., and F. Sachwald, “Co-operative R&D: why and with whom? An integrated framework of analysis,” Research Policy, 32, 1481–1499, (2003)

Morris, D., and Hergert, M., “Trends in international collaborative agreements,” Columbia Journal of World Business, Summer, 15-21, (1987)

Mowery, D.C., “The changing structure of the US national innovation system: implications for international conflict and cooperation in R&D policy,” Research Policy, 27, 639-654., (1998)

Mytelka, and Lynn K., “Strategic partnerships and the world economy,” London: Pinter, (1991)

Nelson, R., and Winter, S., “An evolutionary theory of economic change. Cambridge,” Mass Belknap Press, (1982)

Odagiri, H., Nakamura, Y., and Shibuya, M., “Research consortia as a vehicle for basic research: The case of a fifth generation computer project in Japan,” Research Policy, 24, 403-417, (1997)

Ohmae, K., “The global logic of strategic alliance,” Harvard Business Review, 67 (2), 143-154, (1989)

Parkhe, A., “Interfirm diversity, organizational learning, and longevity in global strategic alliances,” Journal of International Business Studies, 22 (4), 579-601, (1991)

Peng, M.W., “The resource-based view and international business,” Journal of Management, 27 (6), 803-829, (2001)

Penrose, M. E., “Theory of the growth of the firm blackwell,” Oxford, (1959)

Peteraf, M., “The cornerstones of competitive advantage: A resource-based view,” Strategic Management Journal, 14 (3), 179-191, (1993)

Pfefer, J., and P. Nowak, “Joint venture and interorganizational interdependence,” Administrative Science Quarterly, 21 (3), 398-418, (1976)

Pfeffer, J., and Salancik, G. R., “The external control of organizations,” New York: Harper & Row, (1978)

Pfeffer, J., “Power in Organizations,” Boston: Pitman, (1981)

Pfeffer, J., “Managing with power: Politics and influence in organizations,” Boston: Harvard University Press, (1992)

Phan, P. H, and Peridis, T., “Knowledge creation in strategic alliances: Another look at organizational learning,” Asia Pacific Journal of Management, 17, 2, 201-222, (2000)

Porter, M. E., “The contributions of industrial organization to strategic management,” Academy of Management Review, 6, 609-620, (1981)

Porter, M. E., “Competitive advantage free press,” New York, (1985)

Porter, M. E., “Changing patterns of international competition,” California Management Review, 18 (2), 9-40, (1985)

Prahalad, C. K., and Hamel, G., “The core competence of the corporation, strategy, seeking and security competitive advantage,” Harvard Business Review Book, 68, 79-91, (1990)

Quinn, J., “Intelligent Enterprise: A knowledge and service based paradigm for industry,” Free Press, New York, (1992)

Rao, AR, and Ruckert, R., “Brand alliances as signals of product quality,” Sloan Management Review, 36 (1), 87-97, (1994)

Reed, R. and R. J. DeFillippi “Causal ambiguity, barriers to imitation and sustainable competitive advantage,” Academy of Management Review, 15, 88-102, (1990)

Sakakibara M., “Heterogeneity of firm capabilities and cooperative research and development: an empirical examination of motives,” Strategic Management Journal, 18, Summer Special Issue, 143-164, (1997)

Selznick, P., “TVA and the grass roots,” University of California Press, EUA, (1949)

Sethi, R., D.C. Smith, and W. Park, “Cross-functional product development teams, creativity, and the innovativeness of new consumer products,” Journal of Marketing Research, 38, 73-85, (2001)

Shenhar, AJ, Levy, O and Dvir, D., “Mapping the dimensions of project success,” Project Management Journal, 28 (2), 5-13, (1997)

Sherman, J. D., Berkowitz, D., and Souder, W. E., “New Product Development Performance and the Interaction of Cross Functional Integration and Knowledge Management,” Journal of Product Innovation Management, 22, (5), 399-411, (2005)

Singh, H. and C. A. Montgomery, “Corporate acquisition strategies and economic performance,” Strategic Management Journal, 8, 377-386, (1987)

Smiley, R., “Empirical evidence on strategic entry deterrence,” International Journal of Industrial Organization, 6, 167-180, (1988)

Song M., and Montoya-Weiss M., “The effects of perceived technological uncertainty on Japanese new product development,” Academy of Management Journal, 44 (1), 61-80, (2001)

Souder, W. E., and Moenaert, R. K., “Integrating marketing and R&D project personnel within innovation projects: an information uncertainty model,” Journal of Management Studies, 29 (4), 485-512, (1992)

Souder, W. E., and X. M. Song, “Contingent product design and marketing strategies influencing new product success and failure in U.S. and Japanese electronics firms,” Journal of Product Innovation Management, 14, 1, 21-34, (1997)

Souder, W. E., Sherman, J. D., and Davis-Cooper, R., “Environmental uncertainty, organizational integration, and new product development effectiveness: a test of contingency model,” Journal of Product Innovation Management, 15, 520-533, (1998)

Spanos, Y. E., and Lioukas, S., “An examination into the causal logic of rent generation: Contrasting Porter’s competitive strategy framework and the resource-based perspective,” Strategic Management Journal, 22, 907-934, (2001)

Stata, R., “Organizational learning – the key to management innovation,” Sloan Management Review, 63-73, (1989)

Staudenmayer N., Tripsas M., and Tucci C. L., “Interfirm Modularity and Its Implications for Product Development,” Journal of Product Innovation Management, 22, 4, 303-321, (2005)

Stock, G. N., N. P. Greis, and W. A. Fischer, “Absorptive capacity and new product development,” Journal of High Technology Management Research, 12, 1, 77-91, (2001)

Tatikonda, M. V. and M. Montoya-Weiss, “Integrating operations and marketing perspectives of product innovation: The influence of organizational process factors and capabilities on development performance,” Management Science, 47, 1, 151-172, (2001)

Teece, D. J., “Towards an economic theory of the multi-product firm,” Journal of Economic Behavior and Organization, 3, 39-63, (1982)

Teece, D. J., “Profiting from technology innovation: Implications for integration, collaboration, licensing and public policy,” Research policy, 15 (6), 285-305, (1986)

Tidd, J., “Development of novel products through intraorganizational and interorganizational networks: The Case of Home Automation,” Journal of Product Innovation Management, 12 (4), 307-322, (1995)

Tillquist, J., King, J., and Woo, C., “A representational scheme for analyzing information technology and organization dependency,” Management Information Systems Quarterly, 26, 2, 91-118, (2002)

Tripsas, M., Schrader, S., and Sobrero, M., “Discouraging opportunistic behavior in collaborative R&D: A new role for government,” Research Policy, 24, 367-389, (1995)

Tushman, M. L., and Rosenkopf, L., “Organizational determinants of technological change: Toward a sociology of technological evolution,” Research in Organizational Behavior, 14, 311-347, (1992)

Ulrich, D., and Barney, J. B., “Perspectives in organizations: resource dependence, efficiency, and population,” Academy of Management Review, 9 (3), 471-481, (1984)

Van Aken, J. E., and Weggeman, M. P., “Managing learning in informal innovation networks: Overcomming the Daphne-dilemma,” R&D Management, 30 (2), 139-149, (2000)

Varadarajan, R. P. and M. H. Cunningham, “Strategic alliances: A synthesis of conceptual foundations,” Journal of the Academy of Marketing Science, 23 (4), 282-296, (1995)

Verona, G.., “A resource-based view of product development,” Academy of Management Review, 24 (1), 132-142, (1999)

Weick, K. E., “The nontraditional quality of organizational learning,” Organizational Science, 2, 116-124, (1991)

Wernerfelt, B., “A resource-based view of the firm,” Strategic Management Journal, 5 (2), 171-180, (1984)

Williamson, O. E., “The economic institutions of capitalism. Firm, market, relational contracting,” New York: The Free Press, (1985)

Williamson, O. E., “Strategizing, economizing, and economic organization,” Strategic Management Journal, 12, 75-94, (1991)

Wood. D., and Gray B., “Toward a comprehensive theory of collaboration,” Journal of Applied Behavioral Science, 27, 139-162, (1991)

Yoshino M. and R. Rangan, “Strategic alliances: An entrepreneurial approach to globalization,” Harvard Business School Press, 19, (1995)

Zahra, S. A., “Technology strategy and new venture performance: A study of corporate-sponsored and independent biotechnology ventures,” Journal of Business Venturing, 11, 289-321, (1996)

Zirger, B. J., and M. A. Maidique, “A model of new product development: An empirical test,” The Institute of Management Sciences, (1990)

Zuckernan, H. S., and D’ Aunno, T. A., “Hospital alliances: Cooperative strategy in a competitive environment,” Health Care Management Review, 15, 21-30, (1990)