本研究以台灣理光（Ricoh Taiwan）為個案，探討原廠的在台子公司如何治理其經銷商通路。台灣理光並非製造商，而是日本原廠在台灣的在地子公司與合法代表，兼具通路管理者與直營銷售者的角色，並同時與同品牌代理商、直營業務團隊及廣泛的經銷商網絡並存。本研究聚焦於台灣理光對其獨立經銷商的通路策略，採質性個案研究法，透過對原廠與經銷商雙方共四位關鍵受訪者進行半結構式深度訪談，並以內容分析與型態比對（pattern matching）依控制、信任、激勵與依賴四項治理構面進行分析。研究結果顯示，有效的通路治理仰賴正式控制與關係信任的互補運作，而激勵機制除經濟性誘因外，亦包含關係支持與能力培育等要素。 研究發現經銷商的能力具關鍵作用：當經銷商具備運用原廠支援的能力時，信任才能維繫合作，而數位轉型正不斷提高此一能力門檻。本研究的核心貢獻為提出「條件式關係治理（conditional relational governance）」：台灣理光選擇性地將關係資源投入有能力的經銷商，而經銷商僅在原廠支援能夠提升自身的競爭力時才予以回報；因此，關係治理是有條件的、而非無條件的。此概念兼具理論意涵與實務參考價值，有助於企業在控制與信任之間取得平衡，並推動經銷商能力升級。;This study examines how the local subsidiary of an original manufacturer governs its dealer channel through a qualitative case study of Ricoh Taiwan. Ricoh Taiwan is not a manufacturer: it is the local subsidiary and brand representative of the Japanese original manufacturer in Taiwan， acting as both a channel manager and a direct seller， and operating alongside a powerful same-brand agent， an internal direct-sales force， and an extensive dealer network. The study focuses specifically on the subsidiary′s channel strategy toward its independent dealers. Data were collected through semi-structured interviews with four key informants from both the subsidiary and the dealer side and analyzed using content analysis and pattern matching across four governance dimensions: control， trust， incentives， and dependence. The findings indicate that effective channel governance relies on the complementary use of formal control and relational trust， while incentives extend beyond economic rewards to relational and capability-supporting elements. Dealer capability emerges as decisive: trust sustains cooperation only when dealers possess the capability to use the subsidiary′s support， and digital transformation is steadily raising that capability bar. The study′s central contribution is a model of conditional relational governance: Ricoh Taiwan selectively invests relational resources in capable dealers， and dealers reciprocate only when Ricoh′s support improves their competitiveness; therefore， relational governance is conditional rather than unconditional. The model offers both a more precise account of manufacturer–dealer governance and practical guidance for firms seeking to balance control and trust while enabling dealer capability upgrading.
