本研究問題是探討本研究將針對半導體產業中晶圓代工廠策略聯盟動機的不同，其在挑選夥伴的角色和條件、特質的差異，進而對策略聯盟績效的影響。本研究根據文獻及訪談資料結果將策略聯盟動機分為四項：互補性顯性資源、互補性隱性資源、規模經濟與降低成本及夥伴誠信；將夥伴角色位置分為三項：供應商、互補者及顧客；將夥伴特質分為四項：顯性資源互補、隱性資源互補、相容性及夥伴間信任與承諾。
本研究研究方法使用歷史文獻法(documentary-historical)及訪問研究法(interview techniques)。先使用歷史文獻法收集次集資料，包含文獻及半導體產業相關資料；再輔以訪問研究法收集初級資料，兩者交互進行以取得較廣泛且深入的成果。訪談對象含蓋全球市佔率高達近80%二家晶圓廠的工程師、協調者(coordinator)、工程課長、經理、副總經理，共達33人；平均工作年資工程師均達5至8年以上，經理達10年以上，副總經理則達25年以上。
經由本研究之探討，歸納結論如下：
1. 如果你的策略聯盟夥伴為供應商，則挑選的夥伴特質須具有顯性資源互補、隱性資源互補、相容性及夥伴間信任與承諾。如果策略聯盟夥伴為互補商，則挑選的夥伴特質須具備隱性資源互補、相容性及夥伴間信任與承諾。再者，如果策略聯盟夥伴為你的顧客，則其挑選的夥伴特質須具備隱性資源互補、相容性及夥伴間信任與承諾。
2. 如果策略聯盟的動機為獲得互補性顯性資源，則其策略聯盟的對像可為供應商；如果是為了獲得互補性隱性資源，則策略聯盟的對像可為供應商、互補商及顧客；再者，若策略聯盟的動機為規模經濟與降低成本，則合作的對像可為供應商、互補商及顧客；最後，若策略聯盟動機是為了夥伴的誠信，則合作的對像可為供應商、互補商及顧客。
This study empirically examines the different strategic motive, the IC foundry how to choose the partner’s role、characters and influence on the performance of strategic alliance. According to the existing literature and the data of interview, we conclude the four strategic motives: complementary explicit resource、complementary tacit re-source、scale economic& cost down and partner’s commitment; three partner’s roles: supplier、complementor and customer; four partner’s characters: explicit resource complement、tacit resource complement、compatibility and the trust between partners.
The research problem of this paper is found in the existing literature and interview techniques. We interview the two IC foundries’ staff that market share are reach up to 80% in the world. Including engineers、coordinators、team leaders、department managers and vice president sum up 33 staff. The engineers all work over 5~8 years; managers are all 10 years, and the vice president is over 25 years.
The research consequences are concluded as following:
1. If your partner is your supplier, you could choose the partners who have explicit resource complement、tacit resource complement、compatibility and the trust between partners; if your partner is your complementor and customer, you cold choose the partner who have tacit resource complement、compatibility and the trust between partners.
2. If your strategic motive is complementary explicit resource, then you could choose the supplier as your partner. Finally, if your strategic motive is complementary tacit resource、scale economic& cost down and partner’s commitment , then you could choose the supplier、complementor and customer as your partner.
