策略聯盟之相關探討多是對於個別的環節，例如聯盟的動機、成員之選擇、聯盟的管理…等部分做討論，極少有由策略聯盟的動機、形成、運作內容，乃至績效成果，全面性地討論，因而本文除了彙整各家動機理論基礎之外，更企圖從更廣泛的層面解讀策略聯盟的發展路徑，試著找出其發展歷程轉折的呈現方式，透徹策略聯盟的行為，因而引入「路徑相依」理論，透過台灣電子廠商聯盟之個案分析，發現到廠商之所以組成策略聯盟是根源於既有的限制所決定的機會，且其自身資源、技術、產業特性的累積，影響廠商可能的發展方向，策略聯盟的發展途徑並非隨機，而是和過去歷史的行為，以及他們彼此合作的慣例有密切關係，亦即策略聯盟一旦鎖定某些特性，就會照著這樣的限制，進行往後的路徑；納入歷史分析的角度，更能夠清楚地瞭解廠商進行策略聯盟的前因後果與變遷途徑。

中文部分

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唐順明(2001)，「環境不確定情況下策略聯盟管理對於績效影響之研究」，中山管理評論，第九卷第三期，頁335-372。
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陳明照(2001)，「策略聯盟關係—動態過程」，國立政治大學企業管理系研究所碩士論文。
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