Porter (1990) 指出創新是源自於壓力與競爭，而在以知識為基礎的經濟中，成功的關鍵即決定在團隊的競爭與合作。近年來，大陸低成本的勞動力吸引台灣製造業的廣泛投資，這強化了他們的國際競爭力，同時為其帶來更多的OEM/ODM專案業務。不只國際IT大廠仍持續對台的採購，更競相在台設立全球研發中心，台灣儼然成為全球第三大IT產品生產國。因此，本研究企圖以台灣資訊產業OEM/ODM為研究對象，檢驗合作能耐(Cooperative Capacities)與共同研發新產品專案優勢(Co-Alliance NPD Advantages)的關係，以提供學術與實務界的實證基礎。台灣擁有OEM/ODM成功的商業運作模式，更是一種有效促進新產品合作研發模式。然而，卻很少研究調查這個對全球IT資訊產業貢獻良多的聯合開發模式─OEM/ODM。因此，此研究茲在彌補這個在新產品聯合開發的學術研究上與跨國性的OEM/ODM實務運作上的缺口。 本研究採用非隨機抽樣方式，共調查了89個OEM/ODM專案。扣除了19個無效樣本，以70個有效樣本檢驗合作能耐對新產品開發專案的直接效果，以及組織文化、過去的合作經驗與產品創新度的干擾效果。實證結果顯示，除了溝通之外，其他三種合作能耐因子─互補能力、知識分享與信任，顯著且直接影響新產品開發專案優勢。另一方面，組織文化相似性的干擾效果也顯著地影響了知識分享與成本績效的關係。而合作經驗的干擾效果則影響互補能力、專技知識分享與溝通等三種合作能耐與交期與品質兩種專案優勢之關係。更重要的是，統計結果顯示，合作經驗對合作能耐與新產品專案優勢之關係同時有正面與負面的干擾效果。此外，另一干擾變數─產品創新度(技術與市場創新度)，也同時發現了正面與負面的干擾效果。此結果與過去的部分研究發現相類似。因為，對OEM/ODM的製造商來說，產品創新程度就像刀的兩刃。他們可能因為共同研發製造更高度創新產品而獲得較高的新產品開發利益，但高度創新的挑戰也可能因而提高了新產品共同研發失敗的風險。 ; Porter (1990) points that innovation grows out of pressure and challenge, and the key issue of success is decided by group cooperation and competition in the knowledge-based economics. In recent years, because of the great attraction of China low-Labor market, Taiwanese manufacturing firms broadly invest in Mainland China to reinforce their international competitiveness so as to invite more international OEM/ODM projects. Not only does international IT companies continue procuring majority of their IT products from Taiwan, but also set up the R&D centers here. Taiwan has become the third largest IT production country in global market. The study intends to examine the relationships between firms’ cooperative capacities and co-alliance NPD project advantages by investigating Taiwanese IT firms’ OEM/ODM projects in order to offer both practitioners and academics some empirical references. The OEM/ODM, a dominant Taiwanese high-tech paradigm, is not only a business model but also an effective co-alliance NPD arrangement. However, less attention has been paid to investigating how this collaborative arrangement affects the project advantages. Based on 70 OEM/ODM projects in Taiwanese IT firms, we examine the direct effects of a firm’s cooperative capacities (complementary capability, trust, expertise knowledge sharing routine and communication routine) on NPD project’s advantages (quality, cost and delivery) and the moderating impacts of the firm’s characteristics (organizational cultural similarity, prior alliance experience) and product innovativeness on the relationships between cooperative capacities and NPD project’s advantages. The results indicate that NPD project advantages are associated positively with firms’ complementary capability, expertise knowledge sharing routine and trust. The moderating effect of organizational cultural similarity is significantly found on the relationship between expertise knowledge sharing routine and cost. In addition, prior alliance experience positively moderates the relationship between communication routine and product’s quality. This experience also contributes to the negative moderating effects on the relationships between trust and quality, and between knowledge sharing routine and delivery. Furthermore, technological innovativeness positively moderates the relationships between complementary capability and quality, and between communication routine and cost. Market innovativeness positively moderates the relationships between trust and cost, and between knowledge sharing routine and quality. However, technological innovativeness contributes a negative moderating impact on the relationship between communication routine and quality. Similarly, the moderating impact of market innovativeness on the relationship between knowledge sharing routine and cost is also negative. The OEM/ODM partners’ ability, as well as the project’s quality, cost and delivery become critical requirements for IT Multi-national Corporations to evaluate their outsourcing suppliers. Hence, the study offers a base for discussing the eco-alliance NPD model in global IT industry. The empirical results confirm the influences of cooperative capacities and demonstrate the supports to the moderating effects of organizational cultural similarity, prior alliance experience and product innovativeness in co-alliance NPD activities. Cultural similarity and prior alliance experience are organizational factors that implicitly develop through firms’ revolution. The moderating effect of cultural similarity confirms its important role in screening OEM/ODM partners (Parkhe, 1991). Although the learning effect of prior alliance experience can assists a firm in enhancing the contribution of cooperative capacities to the NPD project advantages, its negative impact should not be neglected by IT managers. The risks of overlook and the perception of “free rider” would increase while co-alliance partners accumulate the abundant collaborative experiences. In addition, the goal of developing more innovative new products would motivate the project team. However, it is like two blades of a sword. OEM/ODM manufacturers can benefit from involving the development of higher innovative products, but the challenge of this innovation could also increase the risk of failure in collaborative NPD arrangements.