中文摘要：

长期以来，由于误将交易治理看作一个单一维度的、从层级治理到市场治理的连续变量，所以相关研究一直不讨论渠道治理的所谓“中间模式”或“混合模式”的具体内涵或构成成份，也无法给出渠道治理的规范化模式。这一方面使学术界关于渠道治理的讨论局限于正式治理和非正式（关系型）治理的优劣以及它们之间的互补或替代关系，另一方面也使企业无所适从，限制了渠道治理理论的应用。本文以交易治理的产权、权威和激励三个维度为纽带，将渠道治理策略与渠道组织形式相联系，探讨了二者的关系，构建了一个基于渠道组织形式进行渠道治理策略选择的模型。研究发现：现实中企业经常使用的公司型、契约型、管理型和关系型等垂直营销系统不仅仅是渠道组织形式的不同，而且还是渠道治理策略的不同，因此企业可以基于渠道的组织形式来设计和选择渠道的治理策略。

英文摘要：

Mistaking the transactional governance as a one-dimen- sional and continual variable from the hierarchy mechanism to the market mechanism, the previous studies have neither discussed the real meaning and ingredients of ＂the mediate governance forms＂ or ＂hybrid governance forms＂ which are adopted in marketing chan- nels nor proposed the formalized strategies of channel governance that firms can follow. This has, on the one hand, largely impeded the further exploration of channel governance and limited the dis- cussion on the issue to the advantages and/or disadvantages of the formal mechanism verses informal or relational mechanism and the supplementary or substitution relationship between them, and on the other hand, made the theory difficult to apply in practice. Based on the arguments about the three dimensions （namely own- ership, authority, and incentives） of transactional governance, this paper elaborates on the relationship between channel organization formats and channel governance strategies, and proposes a model for firms to choose channel governance strategies based on channel organization formats. The major points of the article are： firstly, the corporate, contractual, administrate and relational vertical mar- keting system used by firms in practice as channel organization formats are in fact the different channel governance strategies, and they can be defined by the three dimensions of transactional gover- nance. Secondly, a firm may therefore design and choose its channel governance strategies based on the channel organization formats by using the model proposed in the paper as guidance. Thirdly, the fac- tors influencing a firm to design and choose its channel governance strategies （or equally, channel organization formats） include its specific transactional investments, the environment uncertainty, its desire for channel control, its size and capability, the characteristics of its product and industry, its channel goals and tasks, the chan- nel structure, and the factors of its c