策略聯盟已成為企業間常使用的一種經營方式，雖然策略聯盟的重要性已被企業所重視，但因策略聯盟的成立伴隨而來的成效不彰與滿意度的問題也慢慢浮現，造成問題的來源有很多，但追根究底可發現多是因為和夥伴無法共處所致，因此在決定進入策略聯盟後，企業的首要之務就是聯盟的夥伴選擇。由於過去的文獻中，大多討論外在因素對夥伴選擇的影響，並沒有針對組織本質面進行探討，因此本研究從企業本身的企業家精神導向切入，探討其對聯盟夥伴選擇的影響。企業家精神導向是近年來較為人注重的議題，也是組織提升競爭優勢的重要驅動力。透過本研究，將兩個議題加以結合，拓展企業家精神導向的研究領域；在實務上，則提供給予具有企業家精神導向的公司在成立策略聯盟時夥伴選擇的參考指標，藉由了解過去的經驗以增進夥伴選擇決策的正確性與聯盟的成功率。
本研究選取三個夥伴選擇條件「資源相似度」、「之前合作經驗」與「企業相關性」，以1996年至2005年十年之間台灣公司所參與的策略聯盟為樣本，至SDC、Compustat、LexisNexis資料庫與台灣經濟新報資料庫搜尋所需資料後，最終樣本為159筆，最後以線性迴歸分析來進行實證研究。

實證結果顯示：
1. 當一組織具有較高的「預應能力」精神，其在策略聯盟的夥伴選擇上，會選擇「資源相似度」較高的公司合作。
2. 當一組織具有較高的「創新能力」精神，其在策略聯盟的夥伴選擇上，會選擇之前有較多合作經驗的公司合作。
3. 當一組織具有較高的「創新能力」或「風險承擔」精神，其在策略聯盟的夥伴選擇上，會傾向於選擇「企業相關性」較高的公司合作。

Strategic alliance has become an important operation tool, but problems of failure or unsatisfied performance are emerging. There are many reasons to cause the situation, but we can find that are the problems of getting along with the partners when it got to the bottom of the situation. Most of the thesis in the past investigated the external factors such as joint ventures purpose or nations, but less of studies research the essence of organization. This thesis investigates the effects of entrepreneurship orientation on partner selection criteria of joint ventures. Entrepreneurship orientation can be described as one that emphasizes aggressive product-market innovation, risk projects, and proactivity to pioneer innovation and new business venturing that preempt the competition. The partner selection criteria includes resources similarities, prior alliance experience and business relatedness. In the thesis, I expand the research area of entrepreneurship, try to bridge a gap between entrepreneurship and strategic alliance, and provide the choosing criteria to the entrepreneurial firms.
This theoretical framework is empirically tested on a sample of 159 strategic alliances that Taiwan firms participated in during a ten-year period from 1996-2005. Hypotheses are tested using linear regressions.
Empirical results are summarized as follows:
1. When an organization has more spirit of proactiveness, it will choose a partner that has high resource similarities with itself.
2. When an organization has more spirit of innovativeness, it will choose a partner that has more prior alliance experiences.
3. When an organization has more spirit of innovativeness and risk-taking, it will choose a partner that has high business relatedness.

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