國內過往對於古蹟的保存手法，造成古蹟去生命化的後果，原因除了其忽視再利用面向之經營規劃外，純粹性的觀光政策也簡化了古蹟的社會文化功能。故 「再利用」一詞，於近幾年問被各界提出與熱烈討論，試圖去轉變「古蹟」的消極功能。但事實上，現今國內古蹟保存政策法令，在支援「再利用」此概念時，仍有不足之處。《文化資產保存法》自民國七十一年公佈施行以來，歷經四次之增訂修正，對古蹟保存之發展提供改善的空間。然而對於再利用工作，始終未能有突破性的規範，導致古蹟保存工作就在體制不全的情況下，未能積極發揮其角色所蘊含的意義。緣此，本研究旨在分析自四○年代以來，國內古蹟保存政策之歷程，隨著社經環境的變遷，瞭解現階段古蹟保存政策法令與經營管理上之不足，並擬議古蹟保存再利用之整體配套策略，提供當前古蹟保存政策之參考。 首先，本研究藉由整理分析文獻資料與論述古蹟再利用之意義，進而依據時間序列，探討各階段之古蹟保存政策重點；並分別就行政、立法與社會結構面向，說明古蹟保存的當前困境。此外，藉由問卷調查方式，以釐清再利用機制應參酌的相關面向；並輔以個案調查訪談，以瞭解現行古蹟保存再利用工作之執行情形，作為研訂古蹟保存再利用策略之參考。最後，規劃古蹟保存再利用策略機制，確認古蹟保存再利用之目標，並建立再利用階段性策略，以對國內古蹟保存困境提出改善之道。 本研究結果在現況課題解決方面，建議釐清再利用之定義、建立行政資源統籌部會與修正私有古蹟委託管理相關條文規定；在問卷調查與個案研究方面，發現私有古蹟衝突有待化解、保存誘因不足、欠缺公開透明的再利用經營管理審查機制與經營管理方式欠缺監督與彈性化之問題；另於再利用機制之配套法令方面，建議應提高再利用計畫之執行位階、釐清再利用、修復工程計畫與經營管理工作三者間的關係，並且規範管理再利用收益事項。本研究參酌問卷調查結果，研擬再利用策略之執行機制，在參與主體對象上，建議古蹟所有權人、政府機關與非營利組織之投入；在推動方式方面，建議以社區總體營造、公私合作與商圈再造方式進行；於再利用階段性策略上，共分為三階段：前置基礎階段建議進行古蹟調查研究，以建立完整的歷史資料庫；第二階段強調再利用計畫與修復工程建設的平行協調；第三階段進行古蹟經營管理維護計畫，建構古蹟經營管理機制。期以上述之建議與策略機制，對國內古蹟保存工作有所助益。 關鍵字：古蹟保存政策、再利用、古蹟經營管理、文化資產保存法 / As for the historical preservation in Taiwan, we overlook the fact that preservation is to "reuse" a historical monument by management and planning, and the tourism policy only focused on "one dimension@Tourism", which simplified the social and cultural functions of historical monuments. As a result, we fail to revitalize our historical monuments. The catchphrase "reuse", in an attempt to transform the passive function of historical monuments, has been the center of attention among communities in recent years. However, the laws regulating the protection of historical monuments are not fully supportive to the concept of "reuse". "Cultural Assets Protection Law" enacted in 1982, had undergone four revisions due to the need to improve the development of historical preservation. Even so, we hardly see any breakthrough of the laws for the works of "reuse". The current legal system fails to take an active role in terms of historical preservation. Concerning this, the thesis aims to analyze the development of historical preservation policies since 1951. With the changes of social and economic environments, we need to understand the insufficient respects of policies or regulations in terms of management in the current stage, and propose a set of compatible strategies as a reference to the policies of historical preservation. At the first stage, the thesis is to compile and analyze existing documents looking for the significance of reusing historical monuments. Furthermore, in a chronological order, it studies the measures and policies of historical preservation in different stages in order to draw a picture of the difficulties that have been encountered in administrative, legislative and, social structural levels. In addition, the supplement of questionnaires is to clarify different perspectives that should be considered in terms of "reuse". Also, this study provides with individual interviews of the execution of "reuse" mechanism, to further understand the current situation and to offer reference to the policy makers. In the end, the thesis offers a framework to achieve the "reuse" mechanism and to confirm the goals of both preservation and reuse. With the establishment of reuse policies in different stages, the thesis offers a solution to improve the current difficult situations. As to the solution of existing problems, the thesis suggests that we clarify the definition of "reuse", establish a department for the administrative management, and revise the articles as well as clauses regarding private historical monuments. From the questionnaires and case studies, we find problems like the conflicts of private historical monuments, the lack of incentive for preservation, the absence of a transparent mechanism for examining reuse management, the absence of the inflexibility and the supervision over the management. As to the laws related to reuse mechanism, we suggest to raise the priority of implementing reuse projects, clarify the relationship among reuse, monument-repair projects, and administrative works, as well as regulate and manage the profits from reuse projects. Based on the result of the questionnaires to frame the implementation mechanism of the reuse strategies, we suggest participation of reuse by the owner, government and the NPOs, and community empowerment, public-private partnership and commercial region reconstruction to set into action. There are three stages on reuse strategies. First, we recommend monuments investigation and studies to establish the complete database; second, strengthening the parallel relationship of reuse projects and monument-repair projects; third, executing monument management project and construct its mechanism Based on above strategies, we believe historical preservation would benefit. Keywords : Historical Preservation Policy Reuse Historical Monument Management Cultural Assets Protection Law

中國自推動改革開放政策以來，經濟成長迅速，國民所得不斷提升，醫療需求與日俱增；再加上中國為順利加入WTO，2000年起更釋放醫療利多措施，放寬外資投入中國醫療服務市場限制。為此，旺旺集團旗下之湖南旺旺醫院搶得機先，於2005年底開業，不惟成為《中外合資、合作醫療機構管理暫行辦法》頒布後，中國第一家中外合資大型綜合醫院；亦是台商在大陸興建完成且正式營運之首家醫療機構，甚具指標性意義。 本研究除介紹中國醫療產業環境及相關政策法令外，更以個案研究法探討湖南旺旺醫院之興建動機、進入模式及經營策略。透過深入訪談並輔以次級資料分析，本研究發現，目前中外合資醫療機構由於數量少、進入時間短，尚不足以撼動公立醫院的地位，但在中國「看病難，看病貴」問題依然無法有效解決的情況下，以效率及品質著稱的民營大型醫院，應有相當之競爭優勢與發展空間。湖南旺旺醫院營運迄今已兩年餘，其透過醫院資訊系統建構整體醫療流程、以制度及人才奠定厚實根基等著重內部發展之經營策略，已逐漸獲得病人信賴並在經營實績上漸受肯定，應可供作其他跟進者發展布局參考。 至於兩岸醫療交流合作議題，由於台灣醫師薪資普遍較高，未必是符合成本的必然選項，建議應善用台灣管理經驗，就地建置系統性人才來源，方能掌握雙贏契機。總之，無論台資企業或醫療機構，唯有入境問俗、順勢而為，改變傳統思維與既有作法，才能在競爭激烈的中國醫療市場占有一席之地。 / Since China started to adopt the reforming and opening-up policy, it has seen rapid economic growth and ever-increasing medicare demand. To join WTO, China opened its medicare service industry for foreigners to invest in year 2000. Given such a background, the Want Want Group pioneered to found the Hunan Want Want Hospital—the first Chinese-foreigner joint ventured large general hospital following the dictum of “Interim Measures for Administration of Chinese-foreign Joint Venture and Cooperative Medical Institutions”. The hospital consequently sets an example of such joint ventures. In addition to discuss the environment of the Chinese medicare service industry and corresponding policies/regulations, this study explores the founding motivations, the entry mode, and the set of management strategies of Hunan Want Want Hospital. Through in-depth interviews and secondary data analysis, the study finds that owing to the still-small number and the still-short history of which, Chinese-foreigner joint hospitals have not yet gained the high ground to challenge public hospitals’ position in China. However, the study also finds that large private hospitals, renowned for their efficiency and quality, own substantial competitive advantage and expansion potentials. As an example for followers to emulate, Hunan Want Want Hospital has nurtured trust among its customers and performed well on several fronts because it developed a comprehensive information system to handle details of complicated medicare procedures, set up concrete rules for layers of management, and well-utilized human resources after more than two years’ operation. As far as the cross-straight medicare cooperation is concerned, this study finds that disparity in human resource cost across the straight may be an issue for Chinese-foreigner joint hospitals in China to address, and suggests that a win-win situation is achievable through the import of Taiwanese management expertise as well as the localization of human resource management. To conclude, Taiwanese medicare services, just like Taiwanese businesses in China, should adapt to Chinese local market environment and change accustomed management mindset so as to survive and grow in the Chinese medicare market.

本研究主要在討論中國大陸改革開放後，私營企業的發展歷程。我們從1978年十一屆三中全會的政策方針切入，發現改革之初私營企業並非中國改革開放的主軸。當時著重以農村經濟改革為主的政策規劃，而一連串的農村經濟改革計畫實施之後，刺激了農村生產經營的積極性，提高生產效率，改善農民生活，更產生農村剩餘勞動力。 然而當中國大陸政府亟欲轉移大量農村剩餘勞動力時，鄉鎮企業卻意外地異軍突起，及時吸納當時的農村剩餘勞動力。但是十二屆三中全會以後，中共中央的政策急轉，確定朝以城市，和對外開放為主的經濟改革政策邁進，導致鄉鎮企業的發展面臨激烈的市場競爭，必須改制，便無法再足夠吸納農村剩餘勞動力。此時中共中央為轉移農村剩餘勞動力，而發展私營企業。 綜觀私營企業的發展歷程發現，其與對外開放政策有著密不可分的關係。因此本文選擇當時作為對外貿易重要窗口之一的廈門經濟特區作為田野研究地點，以進一步觀察中國大陸改革開放後，私營企業的興起過程。 我們從田野研究經驗觀察到中共中央為貫徹招商引資改革政策，逐漸放寬對私營企業的限制，而廈門作為對外貿易的重點城市之一，為響應中央政策更積極廣徵土地，設置廠房，吸引外資進駐。伴隨著大量外資湧入廈門後，不但提升城市的經濟，還創造許多勞動力就業機會，吸引外來工紛紛進城務工。只是礙於城鄉二元分制的限制，使當地存在勞動力高速流動的問題，造成私營企業發展的困擾。 因此，為減緩勞動力高速流動的狀況，「廈門金日傘業有限公司」的創業主透過「中國式企業管理模式」，建立企業中超經濟的管理制度，減緩勞動力快速流動的現象，為我們研究廈門私營企業與勞動力的關係提供一個適合的環境。 為求更理解「中國式企業管理模式」的特色，我們特別納入「東雨」的現代化企業管理模式與金日的管理模式作對照，透過對兩種管理模式的分析研究，進而提供「金日」未來發展可行的建議。

貿易向來為台灣經濟發展之重心，但近年來由於全球貿易自由化、台灣加入WTO、及科技進步帶來之資訊透明化及大陸市場之開放，在在威脅到貿易商之生存空間。在面對這些挑戰與威脅時，貿易商要如何創新經營模式，提升在交易中的附加價值，增強自我優勢，已成為現在重要議題之一。 本研究之主要研究對象為台灣中小型貿易商，並以Hamel經營模式為基礎，分析早期之貿易商經營模式，並歸結出其所面臨之挑戰與困境，進一步瞭解與探討未來貿易商唯有創新經營模式，轉型成為附加價值極大之服務提供者，才能永續經營，並以一成功個案來佐證本研究之主要論點。 因此，本研究以Hamel經營模式四構面歸納出：重新定位企業之核心策略、強化企業之策略性資產、鞏固既有顧客介面並適度拓展市場商機、在價值網絡中增加附加價值，才能使貿易商在艱困的環境中持續經營，並再造台灣貿易業之另一奇蹟。 / Trading companies are playing important roles in economical development in Taiwan. Because of liberalization of trade, advancement of technology, and many changes of internal and external economical construction, these factors made trading companies in Taiwan face more difficult environment recently. The most important issue for the trading companies in Taiwan is how to transform into the value-added service provider, innovate their business model and strengthen their competitive advantage. The research focuses on the small trading companies in Taiwan and is based on the theory of Hamel business model. We are trying to analyze early business models which were adopted by trading companies and find their challenges and difficulties. We conclude that the only way that trading companies can sustain in the difficult environment is to adopt innovative business models and transform into the value-added service provider. In the end of this research, we use one successful innovative business model case study to support the main argument. From the four dimension of Hamel business, we conclude that trading companies should reposition the core strategies, strengthen the strategic resources, maintain old customers and expand new markets and add value into the value network. In this way, trading companies can operate their business successfully and create other miracle of trading industry in Taiwan.

儀器產業在台灣的發展雖已有60年的歷程，但產業經營模式與發展策略相關之研究有限。為探討儀器產業的發展、經營模式與成長策略的關係，本研究首先對儀器產業中四個個案公司，以價值鍊為基礎分析儀器製造/系統整合商、與代理通路兩類的經營模式，整理個案經理人經營經驗與策略思維與儀器產業分析，歸納儀器製造與系統整合商經營成功因素為：在產品線方面–尋求技術合作開發市場性、產業關聯性與民生性之產品，關聯性產品開發以發揮產品與市場行銷綜效；在價值活動–產品品牌 、生產製造、品質控制…等流程鑑別與追溯，模組化產品設計開發平台，專業的售後服務體系；在顧客與市場方面–市場需求掌握以及新產品設計開發的能力。儀器代理通路商的經營成功因素為：在產品線–良好的供應商關係與穩固的代理權，關聯性的產品線代理開發以發揮產品與市場行銷的綜效；在價值活動上–良好的銷售網路、組織行銷能力、客戶關係經營；在顧客與市場–掌握市場趨勢開發新產品線代理機會；以及有效運用與整合內部與外部資源。 其次，在探討儀器廠商經營模式與成長策略發展的關係上，經由對個案經理人的訪談、成長策略的思維邏輯、與成長策略的呈現，歸納出儀器通路代理商的成長模式以尋找外部資源的外部成長模式；而儀器製造與系統整合商以由內部資源投入為基礎，強化或發展其價值活動的內部成長模式為主。 最後，在資源建立與策略形成的關係探討，以Grant(1991)的資源基礎觀點–策略分析架構，結合Porter(1985)的價值鏈分析，對個案在此二者間思考的邏輯與資源運用、以至達到策略形成間的聯結關係進行探討。經由個案公司實務的驗證，儀器經營業者除利用產業興起的有利外在環境成長外，也根據自身擁有的資源、以及依此資源所建立具有競爭優勢的價值活動而發展出成長策略的思考邏輯，符合資源基礎理論所述由內向外做策略規劃的思考邏輯。

本研究針對我國1996年至2006年之上市櫃公司，以最終控制集團發生異動之公司作為經營權異動樣本，探討經營權異動之決定性因素，與異動後經營績效表現與公司治理機制間之關聯。 實證結果顯示，董監事持股比率愈低、最終控制者無超額持股、經營控制權與所有權偏離愈大、董監事持股質押比率愈高之公司，其經營權發生異動之可能性愈高。獨立董監事之設置雖與經營權異動之可能性呈正向相關，惟其關聯性未達顯著水準。經營權異動之公司，其財務績效在異動前後並無顯著差異，表示經營權異動之目的可能不在取代無效率之管理當局，也可能表示併購的綜效需要較長的時間才得以顯現。其中，董監事持股比率較高之公司，其經營績效在經營權異動後表現較佳。本研究顯示董監最低持股可發揮利益連結的效果，對於近期金管會擬取消董監最低持股規範之提案，本研究認為有作更深入討論之需要。 / Using companies listed on Taiwan Stock Exchange Corporation and GreTai Securities Market over the period of 1996 to 2006, this study empirically investigates the determinants of change in corporate control and the subsequent period performance after the change. The change in corporate control is measured in terms of change in business group of a specific firm. The empirical results show that companies with less shareholdings owned by their board members, inadequate shareholdings to support their control, larger deviation in cash flow right from voting right, and higher ratio of shareholding pledged by their board members, have higher probabilities of occurrence of change in corporate control. However, the result doesn’t support that independent directors play a role in corporate control change. With respect to the firm performance in the period subsequent to the corporate control change, there exists no significant difference as compared to that of prior period. The evidence thus suggests that the replacing unqualified management may not be the primary purpose of corporate control change, or simply that the synergies take more time to show. In addition, this study also finds that firms subject to corporate control change tend to perform better if their board members hold a larger fraction of shares. This result lends itself to the proposal recently discussed by the Financial Supervisory Commission, Executive Yuan Taiwan on abolition of requirement of minimal shareholding by the board members. It appears that shareholdings by the board members can have interest-alignment effect.

土木技師公會係依政府法令規定而由具有執業土木技師資格者為會員組成之社團法人組織，兼具業務服務與非營利組織雙重的特質。由於執業權受環境的影響，土木技師公會自成立以來即不斷與政府法令抗爭，目前收入最大宗的現況鑑定業務，也面臨了激烈的競爭環境。 本論文採Aaker策略市場管理模式，綜合Glueck提出之策略規劃架構，以個案研究方式，選擇台北市土木技師公會作為研究對象，探討個案公會目前面臨問題及可採行之經營策略，獲得結論如下： 1. 土木技師公會現況鑑定業務經營之關鍵成功因素為良好的人脈關係、良好的工作品質、良好的社會形象及良好的價格優勢。 2. 因環境改變，個案公會面臨現況鑑定業務的減少。 3. 外在環境仍讓個案公會會員之執業權受限。 4. 宜要求政府立法成立一專責機構負責推動全國土木建設事宜。 5. 個案公會業務宜採穩定策略，保障執業權宜採擴張策略。 文最後對個案公會可採行策略方案提出建議，另外對土木技師公會面臨問題、政府作法及後續研究方向也提出建議，以供後續研究者參考。

近年來，受到美國法學界以及全球經濟形勢巨變的影響下，國內學者也逐漸開始注意關於公司經營者報酬之相關議題，並陸續開始就此議題發表相關著作，而本文則試圖從代理成本的觀點切入，並以我國在此議題方面最借重之美國經驗來分析、檢討此議題在我國的發展現況。 以美國近二十年的發展經驗來看，報酬議題是否受社會大眾、媒體甚至政府相關單位之重視，並進而採取相關改革措施，實際上與經濟景氣的循環以及重大公司弊案之發生，有相當密切的關係，大抵上，當經濟景氣下降或重大公司弊案發生，股東、投資人及新聞媒體便開始關注公司經營者是否有超額報酬之現象。而我國關於此議題之改革發展軌跡，雖然未必與美國的發展經驗相符，但由於我國深受美國的影響，在改革方向上幾乎可謂是跟著美國的腳步前進。例如在90年代初期，美國政府受到學說「理想締約說」之影響，大肆推廣股票選擇權等股權性報酬之使用，我國受此潮流影響，便於2001年修正公司法時，將員工認股選擇權、員工股票分紅納入規範；而2000年初期，美國發現股權性報酬的大量使用反而促使經營者報酬的飆高，為解決此問題，美國政府在學說「高階經理人權力說」的影響下，著手改革資訊揭露制度、修正會計認列制度和推動股東建議性投票規範，而在我國方面，政府也在媒體輿論的壓力下，進行了類似的修正；最後，在2008年後半爆發、衝擊全球的金融海嘯，美國國會為平息民怨，將經營者報酬之限制條件納入抒困方案中，而我國的立法院也效法美國，修正公司法，對於成為政府抒困對象之公司限制其經營者報酬額度。 然而綜觀我國這十年來關於經營者報酬規範之發展會發現，雖然我國是跟隨著美國的步伐前進，但我國的公司體制和股權結構畢竟與美國有很大的不同，僅是將美國的改革措施套用在我國並無法解決我國的問題，更何況我國始終未曾透過系統性地檢討經營者報酬在相關理論下之定位，來發覺我國現行制度的缺失並予以對症下藥，是以，改革至今，仍難以看出初步的成效。因此，本文嘗試從美國法近年改革之理論依據，即從代理理論衍生而出的「理想締約說」和「高階經理人權力說」來檢視我國現行的經營者報酬監控制度之缺失，並提出未來的修正建議。 歸納上開兩學說的主要想法，關於經營者報酬之監控，應從三方面即強化報酬與績效之連結、董事會的內部監控、和股東的外部監控著手。而在內部監控方面，因董事會成員易受互惠心理、同儕情誼之影響，是以必須輔以股東的「憤慨」力量才能達成。 則首先，在績效與報酬之連結方面，實證研究結果發現，我國無論是非股權性報酬、股權性報酬、或報酬整體，皆呈現與績效連結不佳的現象，其原因，或許與我國多數公司係由控制股東所掌控，存在核心代理問題，且董事兼任經理人之現象普遍，董事往往同時領取兩份報酬，產生雙重評價績效之情況有關。 其次在內部監控方面，由於我國公司法將董事報酬之決定權劃歸為股東會所有，是以，我國董事會關於董事報酬之決定，原則僅居於負責提案的輔助性地位，也因此，我國公司法並未另外在董事會內設置董事報酬之監控力量。而此情形縱使在證交法引進獨立董事、審計委員會制度後，亦未發生重大改變，因實際設有審計委員會之公司寥寥可數，是以在大多數公司中，關於董事報酬議題實際上不存在內部監控制度。 最後在外部監控方面，股東之外部監控主要是透過表決權之行使，以及代表訴訟之提起組成，但由於各公司的股東會普遍在章程中將董事「報酬」與「酬勞」之決定委託由董事會行使，使得在我國公司實務上，董事會始為董事報酬最終決定者，股東會的表決完全流於形式；且我國的報酬資訊原則上仍採「彙總」揭露制，外部人無法得知公司內部實際的報酬分配狀況，高階經理人權力說主張的「憤慨成本」於我國也很難形成，無法對董事會產生實質的壓力。另外，我國的股東代表訴訟在制度設計上存有很大的缺陷，很少有股東願意透過此機制來糾正董事會的不當決策；加上資訊揭露不健全，股東根本無從知曉內部的報酬分配情況；另外，縱使股東提起代表訴訟，也會被沈重的舉證責任以及證據蒐集之困難所擊倒。因此，從此面向檢視我國現狀會發現，我國關於經營者報酬議題，實際上不存在真正的外部監控。 綜合上述檢討之結論，對於我國現行的經營者報酬監控機制，本文認為應進行下列數項改革：(1) 放寬董事報酬中股權性報酬工具之使用；(2) 報酬決定設計之修正；(3) 強化報酬資訊透明度；(4) 建構有效的司法審查。且由於我國公司存在核心代理問題和少數股東控制結構，是以，本文認為，對於董事報酬監控之改革，必須倚靠強大的外部監控力量始可能達到監控效果，而外部監控力量能否發揮的前提便建立在完整的資訊揭露制度上，因此強化報酬資訊透明度應為當前的改革重點。

本文主要分別探討家族控制、負債與高階經營團隊薪酬的關係。實證結果發現，根據利益一致效果，家族企業通常會發放較少變動薪酬給高階經營團隊。然而，當家族企業偏離問題較嚴重，且由家族成員擔任高階經理人時，則會支付較高變動薪酬給家族高階經營團隊，此種現象在非電子業中尤為明顯。本文亦探討負債與薪酬的關係，結果發現，負債與高階經營團隊薪酬呈非線性關係，再將負債進一步細分，發現長期銀行負債對薪酬的監督效果高於短期銀行負債及一般公司債。本文也發現相較於非家族企業，負債對高階經營團隊薪酬的監督效果在家族企業中較弱。 / This paper investigates the variable compensation of top management teams. Prior literature suggests that compensation policy can help firms reduce the agency problem between principals and agents. Most of these studies, however, emphasize the agency problem between shareholders and managers, and only a few examine those between controlling and minority shareholders and between shareholders and debtholders. This study investigates the effects of family control and debt on top management compensation, respectively. The empirical results show that, on average, family-controlled firms are associated with a lower proportion of variable compensation, which is consistent with the alignment effect. However, family-controlled firms with greater control divergence and whose CEO is a family member, which gives rise to a central agency problem, pay higher variable compensation to family top management, as evident in the non-electronic industry. Furthermore, the empirical results find a U-shaped relationship between debt and top management compensation. In addition, the monitoring effect of long-term bank debt on top management compensation is greater than that of short-term bank debt and common bond. Finally, the monitoring effect of debt on top management compensation is weaker in family-controlled firms than in non-family-controlled firms.

企業之競爭策略，對於其生存與發展具有舉足輕重的影響力，而董事會依法對策略負有監督與協助制定之責，以提升企業績效，極大化股東財富。各理論學派也均同意董事會在策略制定上具有重要影響力。故本研究參考Baysinger and Robert (1990)及Pearce and Zahra (1992)等學者的理論架構，納入策略資源投入(衡量企業策略)，並依He and Mahoney (2006)之建議，將董事會特性劃分為董事會動機與能力兩部份，探討董事會動機與能力、策略資源投入及經營績效之關聯性。 本研究之主要研究結論包括： 1.董事會動機和能力與研發策略資源投入有顯著關聯性，但對其餘三種策略資 源投入(降低成本、行銷、品牌)無顯著影響。而Pearce and Zahra (1992)認為策略會影響董事會組成之看法，本研究實證結果並不支持。 2.董事之參與程度越高，企業之經營績效越好，而監察人之參與程度則與經營 績效無顯著之關聯性。 3.納入策略資源投入變數後，董事會動機與能力變數仍維持與企業績效呈顯著 相關，而整體模型解釋力提升。 4.董監持股與經理人持股對所有策略資源投入與經營績效關聯性有顯著影響， 而機構投資人持股、董事會規模、董事會專業性與董事會參與程度則對部份 策略資源投入與經營績效關聯性有顯著影響。 / A company’s competitive strategy plays a crucial role in its sustainable development. In order to escalate the performance of the company and maximize the wealth of the shareholders, the board should oversee in the process of formulating a strategy and assist when the strategy is under its way. All corporate governance theorists agree that the board has important influence on strategy planning. Adopting the framework of Baysinger and Robert (1990), and Pearce and Zahra (1992), this study takes “strategic resource input”(measuring corporate strategy) into another consideration. This research also divides the board characteristics into board motivation and capability according to the advices of He and Mahoney (2006). The present study aims to investigate the relationship among board motivation and capability, strategic resource input and operating performance. Several conclusions can be summarized as follows: First, the board motivation and capability is significantly related to R&D strategic resource input while the other three strategic resource input(cost-down, sale, patent) plays little role in this study. In addition, the empirical results don’t support what Pearce and Zahra (1992) claim that strategy will affect the board’s composition. Next, the results indicate that better operating performance is associated with higher participation figure of the directors but not the inspectors. Next, incorporating strategic resource input into the study enhances the explanatory power of the model whereas the effect of board motivation and capability on operating performance remains the same . Finally, the present study suggests that stock holdings of the board and the manager seem to have significant effect on the relationship of strategic resource input and operating performance. In addition, other factors, such as the board scale, professionalism and participation figure, have partial effect on the relationship between strategic resource input and operating performance.