傳統上，企業和其供應商或配銷商是敵對的情況下進行交易；然而，政治經濟環境之改變以及全球貿易自由化之下，企業面對更大的競爭壓力。因此，企業開始重新思考其和交易夥伴之關係，亦即許多公司為了獲得競爭優勢紛紛與其事業夥伴建立起策略性的夥伴關係。然而，夥伴關係並非萬靈丹；許多公司在發展夥伴策略時並沒有注意到潛在的風險，因而導致關係失敗。雖然以往之文獻對夥伴關係之著墨甚多，但尚無學者將夥伴關係之發展做一整合性的研究。本文即嘗試建立一個夥伴關係之整合模型，包括挑選夥伴、建立關係和維持長期關係三個階段，並指出各個階段之關鍵性因素。本研究以郵寄問卷方式進行實證研究，結果發現選擇夥伴與建立夥伴關係二階段之關鍵性因素對績效影響較不顯著；然而，維持長期夥伴關係階段之關鍵性因素對績效有顯著的影響，此結果與國人重關係、講情面、靠人情之民族習性有相當關聯。

　　　　　Interactions between firms and their suppliers or distributors have often been adversarial. However, political conditions and economic environment change fastly, and international trades are increasing, so firms have to face more challenges than before. Many firms begin to think about the relationships of their trade partners. Some firms build partnerships with their trade partners because they find that the formation of partnerships is a way to find and maintain competitive advantages. However, partnership is not a panacea, many strategic partnerships do not succeed. Firms often overlook the drawbacks or hazards of such relationships. There are many literatures about partnerships, but still no one develops a integrative model so far. This paper will build a integrative model of partnership. This model combines three stages : partner selection, relationship establishment, and relationship maintenance, each stage has its own factors contributed to succeed. This paper uses mail questionnaires for empirical study. The empirical findings are: in the partnership selection stage' and 'relationship establish stage', the key factors have little effect on performance; in the 'relationship maintenance stage', the key factors have more significant effect on performance. The authors suggest that, this result is due to social norms.