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.