這項研究主要針對以下問題：(1)高階管理團隊的內在特質如何影響廠商的競爭行為？(2)積極的競爭行為對廠商績效產生何種影響？（3）競爭行為是否高管團隊與廠商績效之間的解釋機制？（4）競爭行為對績效的影響是否取決於組織資源？相對應地，我借鑒一些理論觀點提出以下假設，高管團隊的認知多樣性，集體效能，和冒險傾向是影響競爭侵略性的關鍵因素，而競爭侵略性反過來又直接影響了廠商績效。此外，競爭侵略性分別地介導了這三個內在特質與廠商績效之間的關係，而組織懈寬裕資源則調節了競爭侵略性與廠商績效之間的關係。通過收集并分析147間台灣上市或上櫃企業的376個高階主管樣本，本研究得出了與假設一致的模型結果。論文最後進一步總結了本研究對目前理論以及管理實務的貢獻。

This research mainly addresses the question: how top management teams’ (TMTs) shared characteristic shape firms’ competitive behavior? Important issues, regarding what impact does aggressive competitive moves have on firm performance, is competitive action a strategic mechanism underlying TMT-performance relationship, and does the linkage between a firm’s competitive behavior and its performance depend on organizational resources, are also examined. Accordingly, I draw on several theoretical perspectives to develop hypotheses that propose cognitive diversity, collective efficacy, and risk-taking propensity within the TMTs as key determinants of competitive aggressiveness, which in turn exerts a direct effect on firm performance. Furthermore, competitive aggressiveness mediates the relationship between these TMT attributes and firm performance while organizational slack moderates the relationship between competitive aggressiveness and firm performance. A model is devised and tested that examines these hypotheses in general and in the context of an emerging market, Taiwan. Findings confirm the validity of the model and afford various insights on the role of micro executive characteristics in competitive dynamics research. Finally, implications are offered on the antecedents and consequence of competitive aggressiveness.

Table of Contents
論文審定書 ⅰ
Acknowledgment ⅱ
Chinese abstract ⅲ
English abstract ⅳ
CHAPTER 1 1
INTRODUCTION 1
1.1 Research background 1
1.2 Research objectives 3
CHAPTER 2 11
THEORETICAL BACKGROUND 11
2.1 Competitive aggressiveness in the competitive dynamics perspective 11
2.2 The roles of TMT demographics in the upper echelons theory 17
2.2.1 Team mental process and TMT cognitive diversity 19
2.2.2 Team belief and TMT collective efficacy 35
2.2.3 Team preference and TMT risk-taking propensity 46
CHAPTER 3 49
HYPOTHESES DEVELOPMENTS 49
3.1 TMT cognitive diversity and competitive aggressiveness 49
3.2 TMT collective efficacy and competitive aggressiveness 51
3.3 TMT risk-taking propensity and competitive aggressiveness 53
3.4 Competitive aggressiveness and firm performance 54
3.5 The mediator of competitive aggressiveness 56
3.6 The moderating role of organizational slack 58
CHAPTER 4 61
METHOD 61
4.1 Research context 61
4.2 Sample and data collection 62
4.3 Measurement and variables 64
4.3.1 Measures 64
4.3.2 TMT cognitive diversity 64
4.3.3 TMT collective efficacy 65
4.3.4 TMT risk-taking propensity 66
4.3.5 Competitive aggressiveness 66
4.3.6 Organizational slack 67
4.3.7 Firm performance 68
4.3.8 Control variables 68
4.4 Measurement model analyses 69
CHAPTER 5 73
RESULTS 73
5.1 Correlation analysis 73
5.2 Hypotheses testing 73
5.3 Robustness checks 78
CHAPTER 6 83
DISCUSSION 83
6.1 Theoretical implications 84
6.2 Managerial implications 83
6.3 Limitation and future research 86
REFERENCES 90

List of Figures
Figure 1-1. The research model 10
Figure 5-1. Moderating role of organizational slack on the relationship between competitive aggressiveness and self-reported performance. 82
Figure 5-2. Moderating role of organizational slack on the relationship between competitive aggressiveness and ROE (t+1). 82

List of Tables
Table 2-1. Selective review of executive characteristic’s consequence on strategy process 20
Table 2-2. Selective review of organizational slack’s dark sides 31
Table 2-3. Selective review of cognitive diversity 37
Table 2-4. Selective review of collective efficacy 40
Table 2-5. Selective review of managerial risk taking 43
Table 4-1. Measures and questionnaire items. 72
Table 5-1. Descriptive statistics and correlations 76
Table 5-2. Regression results for competitive aggressiveness 77
Table 5-3. Regression results for self-reported performance 79
Table 5-4. Regression results for ROE (t+1) 80
Table 5-5. Results for mediation based on self-reported performance and ROE (t+1) 81

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