本研究之主要議題，在探詢廠商合作關係中，供應商在面對買主所提交之各種專案時，其背後選擇承接與不承接之背景因素為何，以及具備選擇「自主力」之供應商，與一般之供應商，其選擇因素之差異何在。同時，亦探討前述「買主選擇因素」(buyer project selection, BPS) 在公司內部是如何進行溝通的，而在不同經營型態下的公司，前述選擇因素是否具有差異。最後，再探討專案選擇因素與關係構面之「自主力」及「合作滿意度」間，是否存在顯著之關係。

　　經由文獻回顧，以及透過滾雪球式的訪談機制，在與十位台灣電子業高階經理人進行深度訪談後，製作成187頁之逐字稿，而後依據「紮根理論」 (grounded theory) 之概念，以逐字稿中之關鍵字為發展問卷題項之根據，經前測及數度修正，擬成合計包含70題之問卷，其中28個題項用以探究台灣之電子業廠商如何進行「買主專案選擇」。隨後，依據台灣電子電機同業公會之名錄，將問卷發送予其中七大類，2,460家與電子業相關之廠商。再根據回函資料，進行「主成份分析」及「典型相關分析」，以探索「買主專案選擇因素」及「關係構面」之相關情形。因以往之文獻並未以供應商之角度探討前述因素，因此本研究所擬具之20個題項，當可作為日後重複類似研究之參考，而經由主成份分析所發掘之五個因素，將可做為日後擬具選擇因素的重要依據。

　　此研究所發掘之五項買主選擇因素中為：「學習、宣揚效果及相容性」、「資源與規範之調適」、「專案經濟貢獻」、「買主信用及財務條款」、「買主合作意願及品牌形象」。此外，對自認具有選擇自主力的供應商而言，發現「研發能力」（第六因素）亦可作為買主衡量供應商是否願意承接的指標之一，其餘題項之歸類則幾乎完全相同。足見供應商如欲增加其選擇專案之自主力，對於研發能力之加強，確有其重要性。觀察前述六項專案選擇能力，發現可分別歸屬於「短期交易」及「長期關係」兩類性質，而非文獻所稱「長期關係」已經取代「短期交易」。

　　歸結專案選擇因素的性質，發現「長期關係」因素及「短期交易」因素兩者並存，「產品導向」與「服務導向」同時並立，且與部分「Industrial Marketing and Purchasing Group, IMP」學者及「Contemporary Marketing Practices, CMP」學派之結論完全一致。但此一選擇因素多元並立 (hybridity) 的現象仍需謹慎解釋。透過典型相關分析，在「關係」構面中，「合作滿意度」比「自主力」對專案之選擇因素更有影響；而在專案選擇的因素中，「專案經濟貢獻」，則比其他因素對關係構面更有影響。至於買主專案選擇因素是否明確化的部分，本研究則發現絕大多數的廠商都以口頭方式或是以簡單文字說明，而尚未予以具體化並於組織內有效溝通，顯見「具體化」(formalization) 的需求確實存在。

　　此外，由於「專案行銷」 (project marketing) 領域在台灣尚未有學者著墨進行研究，是以本研究一併將由歐洲學者主導之專案行銷學派及對「專案」領域之貢獻略作介紹，以期能對此地行銷領域之拓展稍有助益。同時，亦將前述學派對在專案研究在定義上與本研究之差異，予以說明。

Working off the literature in selection studies, evolving from supplier selection, to buyer selection, to selection as transaction embedded in relationality, this study asks how industrial suppliers actually engage in buyer project selection (abbreviated as “BPS”).

Semi-structured interviews and focus group discussions were used to construct and pilot-test a new BPS instrument among electronics executives in Taiwan. The researchers interviewed 10 high level executives in the electronic industry and came up with 187 single-line pages verbatim scripts. Based upon grounded theory, the key concepts/words were extracted and the themes/subjects were used to develop the draft questionnaire. The draft questionnaire was pilot-tested with the support from 19 senior mangers who attended the qualitative research course in National Taiwan University of Science and Technology to better reflect the nuance of the words and meanings. After a few more rounds focus-group discussion to clear up the meaning of some items, the final questionnaire was developed with high quality printing.

Questionnaires were sent to executive managers in 2460 electronics companies with non-monetary incentive and came up with 13% response rate after friendly phone-call follow-up and resending of questionnaire. Such response rate is within the acceptance range judged by industry specific (i.e., electronics) and country/territory (i.e., the greater China) issues found in other research findings.

A mail survey using the new BPS instrument subsequently resulted in five BPS factors and three significant research findings. The five factors are: “learning, publicity and compatibility”, “adaptation in resources and standards”, “project economic contribution”, “credit worthiness & financial terms”, and “buyer’s collaborativity & stature”. Also, those suppliers that regard themselves as having selection power revealed the sixth factor named “co-design ability.” This factor implies that suppliers that want to have more selection power while dealing with buyers need to nourish their internal designing capabilities in order to work better with larger buyers that require for higher technical competence in new product/project developing.

As for the three research findings, first, the five BPS factors uncovered a hybridity thesis: factors from the transactional paradigm and the relational paradigm co-existed side by side. Second, even though suppliers engaged in project selection, the majority of the respondents’ firms lacked clearly articulated formal BPS criteria. Third, relational satisfaction, more than perceived power, significantly impacted project selection; and project economic contribution, more than the other four BPS factors, played a substantive role in assessing relationality.

Our research hopefully will help practitioners to better recognize the need of BPS formalization, making a rich literature related to the co-existence/hybridity of transactional and relational approaches in project marketing and management relevant to Taiwan, China and the broader Asian business world in the future.

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