幾近98％屬於中小企業的臺灣，在傳統優勢逐漸失去競爭日益激烈的今天，如何在愈趨惡化的環境中提昇其競爭力，是業者當務之急。為強化市場競爭力，迫使許多組織去檢視不同方法以提升或維繫其競爭能力。策略聯盟是一種能獲得資源成為有效競爭者的手段。過去，成功聯盟的管理資料一直是很少有實證的，因此，在此領域缺乏理論與實證上研究之資料。本研究主要透過文獻資料彙總策略聯盟之重要構面，並以因素分析法萃取重要要因素；研究過程中配合訪談與郵寄問卷之方式，並就所萃取出因素與訪談資料進行討論、相互印證，使問卷中無法顯示部分能一一浮現，以期成功聯盟之經營有重大發現，以提供業者之實務運作與未來研究之方向。

　　　　　There have almost been 98% enterprises which are of medium-small type in Taiwan. When they are gradually losing their in traditional advantage of competition, and have more radical competition today, how to enhance the competitive advantage in the deteriorating environment is the most important thing to them. To reinforce competition in the marketplace is forcing organizations to examine different ways by which they could enhance or retain their competitive edge. Strategic alliance is one such option through which an organization can leverage its resources to emerge as an effective competitor. Successful management of alliances has proved to be very elusive for the most part, and there is a lack of theoretical and empirical work in the area. Literature on key factors was synthesized, and then a parsimonious set of key factors was identified. Through the ways of interview and survey, finally we discuss the differences the results studied and interviews to more findings from this researching We hope that can be contributed to the directions of managers and researchers.