自从美国DEC公司总裁简•霍普兰德（J•Hopland）和管理学家罗杰•奈杰尔（R•Nigel）提出战略联盟的概念以来，战略联盟就成为管理学界和企业界关注的焦点。战略联盟(Strategic Alliances)是指两个或两个以上的企业为实现资源共享、风险或成本共担、优势互补等特定战略目标，在保持自身独立性的同时，通过股权参与或契约联结的方式建立较为稳固的合作伙伴关系，并在某些领域采取协作行动，从而取得“双赢”的战略组合。在过去的十几年中，战略联盟的数量激增。战略联盟已成为最广泛使用的战略之一，它既是企业间的合作竞争形式，更是企业的一种新型生存方式。理论界对这一现象及其本质进行了合理阐释：（1）基于交易费用经济学的理论，战略联盟是介于市场和企业之间的一种资源配置优化机制。（2）国际生产折中理论则对跨国战略联盟做出了合理性分析。（3）基于资源基础理论，揭示了战略联盟是企业获得互补性资源的手段。（4）组织学习理论则进一步丰富了资源基础理论。在金融服务业领域，战略联盟具有更强烈的战略特性，而且尤以互补性联盟居多，可以看到，银行、保险、证券、基金、信托等金融行业都在集中自身有限资源，通过联盟合作，以提高市场对金融综合服务需求的供给能力，占有更多的客户资源和市场份额。伴随着世界经济一体化的加深和金融自由化的发展，特别是金融业混业监管、综合经营的潮流，面对国内保险市场更加尖锐的竞争环境：竞争主体集团化、金融机构跨行业竞争、国内竞争国际化等等，保险公司同其他金融机构开展战略联盟合作有其必要性和必然性。作为国内最大的保险集团，中国人寿在打造国际顶级金融保险集团的进程中，战略联盟也势必成为一种理性选择。经过上市以来在金融领域成功的战略投资和资本运作，中国人寿已初步呈现金融控股的集团化经营格局。本文认为现阶段中国人寿应对战略联盟有更为清晰和深入的认识和理解，发挥核心优势、慎重选择联盟伙伴、广泛探索合作领域、增进联盟的稳定性，并适时通过战略联盟拓展海外市场，形成跨国经营格局，为打造真正意义上的国际顶级金融保险集团奠定坚实基础。

Strategic Alliance became the focus in the domain of administration and business, since the president of DEC and R•Nigel, put forward the conception of strategic alliance. Strategic alliance means that two or and above enterprises establish the stable partnership with keeping themselves independent, through the stock ownership share or signing a contract , for realizing the strategic target of sharing resource or cost, create a strong synergy from each other´s unique advantages. Over the pass ten years, the quantity of strategic alliance increased rapidly. Strategic alliance has become the one of the most strategy used extensively; it is not only the way of cooperation and competition, but also a fresh existing mode of enterprises. There are many theories to expound this phenomena and intrinsic quality reasonably: (1) Based on Transaction Costs Economic Theory, strategic alliance is a optimize mechanism between marketplace and enterprises. (2)The Eclectic Theory of International Production explained multinational strategic alliance. (3)Found on Resource-Based View (RBV), strategic alliance is a means to gain complementarity recourse. (4)Organizational Learning Theory replenished RBV.In financial industry, strategic alliances take on more strong strategy characteristic, furthermore the complementarity alliances are the majority. Financial enterprises, such as banking, insurance, securities, fund, trust, concentrate their limited resources ，via strategic alliances，to increase the supply capacity for the integrated finance services´needs and market share.Following the integration of the world economy and finance liberalization, in particular finance mixed operation, facing the environment of strenuous insurance market competition, it is necessary to operate strategic alliances with other financial institutes.As a leading player in China’s insurance industry, in the process of seeking to grow into a world-class financial and insurance group, strategic alliance is a reasonable selection. Passing through the successful strategic investment， the strategic framework of China Life Group with strong core businesses and appropriate diversifications has taken shape. At present, China Life should have an in-depth comprehension to the strategic alliance, exerting the core dominance, selecting federation partner carefully, searching collaboration region extensively, promoting the stabilization of alliance, exploiting the overseas market timely, and settle the foundation for the world-class financial and insurance group.