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以往的策略聯盟的研究多以跨產業的個案分析以提供通用的管理建議，希望本論文透過深入特定產業中的特定形式的聯盟個案，若能發現不同的聯盟動態發展型式，則可讓我們更進一步瞭解策略聯盟此一策略工具的複雜性與困難度。本論文資料主要來自對以往文獻的整理分析及歷年聯盟相關報章探討、並輔以日產與豐田的企業訪談，個案分析後本研究得到以下結論：
一、 持股性跨國策略聯盟有助於合作公司進行原企業模式的再思考。
二、 跨國聯盟選擇伙伴時應選擇具核心價值觀不抵觸、並具有誠意進行文化調和的公司。
三、 策略聯盟可藉由跨公司中階管理團隊的由中至上決策模式，來確保聯盟的設計與執行不會產生落差。
四、 即使是同一產業內的聯盟，也會因公司本身能力、管理風格的相異而使聯盟作法呈現不同樣貌。
五、 汽車產業的策略聯盟廠商所追求的綜效，傾向由追求規模經濟帶來的成本效益轉而追求產品競爭能力的提升。
第一章□緒論
第一節□研究動機與目的
第二節□研究流程
第二章□文獻探討
第一節□產業
第二節□文化
第三節□策略聯盟
第三章□研究架構與流程
第一節□研究架構與變數說明
第二節□研究方法
第三節□研究流程
第四節□研究範圍與研究限制
第四章□個案分析
第一節□福特馬自達個案
第二節□雷諾日產個案
第三節□DaimerChrysler&三菱個案
第五章□命題建構與個案釋例
第一節□個案結果整理
第二節□修正理論架構
第三節□命題建構與個案釋例
第六章□結論
第一節□結論
第二節□後續研究建議
參考文獻
中文
英文
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