通路商在「供應鏈」的角色，除了必須發揮原廠與客戶端中間橋樑之基本功能以外，尚須面對外部競爭及內部營運績效提昇之考驗。在面臨內外在環境的衝擊及市場的激烈競爭，通路商如何發展其競爭策略來厚植其競爭力，謀求生存利基，是一值得探討的問題。 本研究主要目的是在探討台灣半導體通路商之發展策略，透過對於國內有效問卷之180家通路商作分析，經有系統的收集與整理資料後，利用隨機效果的橫斷時間序列資料迴歸模式分析，結果顯示： 一、組織績效正差會增加通路商對於新產品與新客戶開發的發展策略。 二、組織績效負差會增加通路商對於新產品開發的發展策略，但減少新客戶開發。。 三、領導者的認知度需求度對於新產品與新客戶開發的發展策略有負向影響。 四、領導者的冒險傾向對於新產品與新客戶開發的發展策略有正向影響。 五、領導者的認知需求度對於績效差與新產品開發有調節效果。 六、領導者的冒險傾向對於績效差與新產品開發有調節效果。 / The role of distributor, basically, not only supply chain management but also “bridge” between suppliers and customers, Meanwhile, they encounter external competition as well as challenge of internal performance improvement. Beset by difficulties both at home and abroad as well as fierce competition, distributors need to modify their competition strategies in order to enhance their competitiveness and chip in the niche category they can rely on. It is worthwhile to understand how the semiconductor distributors in Taiwan keep their competitive capability under the challengeable situations. The aim of this study is to investigate the development strategy of Taiwanese small and medium distributors who exclusively manage semiconductor products. After the collection of 180 leader-company dyadic data, this study utilized the random-effects panel regression models to examine the hypotheses. The results showed： 1. The positive difference between organizational performance and past performance increased distributors’ development strategies of new product and new customer exploration. 2. The negative difference between organizational performance and past performance increased distributors’ development strategies of new product exploration but decrease new customer exploration. 3. Top leaders’ need for cognition had negative effect on both of new product and new customer exploration of development strategy. 4. Top leaders’ risk-taking propensity had positive effect on both of new product and new customer exploration of development strategy. 5. The need for cognition of a top leader had moderating effects on the relationships between performance differences and new product development. 6. The risk-taking propensity of a top leader had moderating effects on the relationships between performance differences and new product development.