本研究主要在探討大型金融集團的經營策略及風險管理，分析在實務上其執行策略及決定過程，以及擬定此策略時所考慮的因素，以深入瞭解大型金融控股集團如何利用本身資源做好經營管理與風險管控而在後金融風暴時代仍能維持高績營績效及在風暴前後的策略差異。
本研究以個案研究進行研究，進而取得探索性之研究發現，以架構中各項理論為基礎，依照理論作有系統的蒐集、歸納資料、分析資料。研究架構分為:1.金融產業環境分析；2.金融風暴前個案公司經營策略定位方向探討；3.金融風暴後個案公司經營策略定位方向探討；4.未來因應策略。計選擇國泰金控及富邦金控及花旗台灣銀行。其研究結論在金融風暴前後策略差異茲列舉如下。
一、國泰金控其策略差異在於：
1.召募人力方向調整；2.更加重視培養多功能人才；3.專業服務範圍越來越廣泛；4.資訊科技的持續提昇；5.風險管理控制情境下承作以往風險較高的業務。
二、富邦金控其策略差異在於：
1.吸引更多國際及認同理念的人才加入；2.從量轉到質方面教育訓練的提昇；3.積極向外拓展海內外營據點；4.強調提供具有時效性且合乎客戶需求的產品；5.資訊化作業提高行銷及組織效能；6.對風險管理的行動更加重視並且落實。
三、花旗台灣銀行其策略差異在於：
1.更加重視員工人力素質；2.員工取得專業證照的相關訓練更加重視；3.分行已到達規模經濟後持續擴大產品優勢；4.開發以往在台灣未曾接觸的產品服務；5.資訊化軟硬體設施的提昇；6.導入花旗集團的風險管控機制。

This study aimed to explore the business strategies of large financial groups and risk management, analysis of its implementation in practice strategy and decision-making process, and the development of this policy consideration. Understanding of how large financial holding group do its own resources and risk management controls in the financial turmoil of can be maintained after the high-performance business performance and strategy differences before and after the financial crisis
This study using case study research made exploratory study foundings that with framework of the theory, according to the theory of the systematic collection, induction and data analysis. Research framework is divided into six items: 1.Analysis of the financial industry environment: 2.Before the financial crisis management strategy of the case company's direction. 3. after the financial crisis management strategy of the case company's direction. 4. Response strategy in the future. On selection of Fubon Financial and Cathay Financial Holding and Citigroup Bank of Taiwan.The research findings before and after the strategy differences between the financial financial crisis are listed as below:
1. The strategy differences for Cathay Financial Holding
(1)Reorientation recruitment of manpower; (2).More attention to personnel training function; (3).More and more extensive range of professional services; (4). Information technology continue to improve; (5). Risk management control situations contractor for the previous high-risk business
2. The strategy differences for Fubon Financial Holding
(1).To attracts more international and the recognition concept of talents; (2). From quantity to quality education and training aspects of the improvement; (3). Actively seeking to expand overseas business base; (4). Emphasis on providing clients with timely and consistent with the needs of the product; (5). Information processing and improve the marketing and organizational effectiveness; (6). On the action more attention to risk management and implementation.
3. The strategy differences for Citigroup Bank of Taiwan
(1). More attention to human quality of staff; (2). Employees to obtain relevant training and professional certifications pay more attention to; (3). After the branch has continued to expand product reach economies of scale advantages; (4). Development of the past, Taiwan has not been exposed to products and services; (5). Information technology upgrading hardware and software facilities; (6). into Citigroup's risk control mechanisms.

中文摘要 I
Abstract II
誌謝詞 IV
目錄 V
表目錄 VII
圖目錄 VIII
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 2
第三節 研究目的 3
第四節 研究限制 3
第五節 研究流程 3
第二章 文獻探討 6
第一節 經營策略相關文獻 6
第二節 風險管理策略相關文獻 13
第三章 研究方法 17
第一節 研究架構 17
第二節 個案研究法 18
第三節 資料蒐集及分析方式 18
第四章 產業環境分析及個案簡介 19
第一節 總體環境分析 19
第二節 產業環境分析 27
第三節 個案簡介 37
第五章 個案分析 45
第一節 國泰金控 45
第二節 富邦金控 58
第三節 花旗台灣銀行 74
第六章 結論與建議 87
第一節 研究結論 87
第二節 後續研究建議 91
參考文獻 92

一、中文部分
大前研一，1984，策略家的智慧，黃宏義譯，台北：長河出版社。
王維元，2001，台商海外營運環境不確定性之認知與因應風險管理策略之研究－以資訊電子業與紡織業赴大陸投資為例，國立政治大學企業管理研究所博士論文。
司徒達賢，1995，策略管理，台北：遠流出版社。
吳思華，1996，策略九說：策略思考的本質，台北：麥田出版社。
吳曼寧，2000，我國綜合證券商風險管理之研究，國立臺灣大學會計學研究所碩士論文。
宋明哲、蔡政憲、徐廷榕，2002，風險管理，台北︰空中大學。
林安宙，2002，台灣創業投資業風險管理策略之研究，國立臺灣大學國際企業學研究所碩士論文。
林政德，2000，運動產業風險管理之研究，國立體育學院體育研究所碩士論文。
邱義城，1997，策略聖經，台北︰商業週刊。
胡志宏，2002，新版巴塞爾資本協定對我國金融業信用風險管理之衝擊，元智大學管理研究所碩士論文。
孫樹柏，2001，我國票券業經營與風險管理之研究，銘傳大學金融研究所碩士論文。
許士軍，1980，管理學，台北：東華出版社。
湯明哲，2003，策略精論：基礎篇，台北：天下文化出版社。
葉靜芳，1998，我國銀行業風險管理之研究，大葉大學事業經營研究所碩士論文。
鉅亨網 http://www.cnyes.com/
鄭燦堂，1998，風險管理－理論與實務，台北：翰林出版社。
鄧家駒，2000，風險管理，台北：華泰文化出版社。
蕭佑竹，2001，海運承攬運送業風險管理之研究，國立海洋大學航運管理學系碩士論文。

二、英文部分
Aaker, David A., 1988, “Developing Business Strategies”, John Wiley & Sons Inc.
Alex Miller and Dess Gregory G., 1996, “Strategic Management”, by McGraw-Hill, Inc.
Andrew, K. P., 1971, “The Concept of Corporate Strategy:An Analytic Approach to Business Policy for Growth and Expansion”, Homewood,I L:Irwin.
Andrews, K. R., 1987, “The Concept of Corporate Strategy”, Homewood Ill.: Dow Jones-Irwin.
Ansoff, 1965, “Corporate Strategy”, New York：McGraw Hill Book co.
Barney , Jay, 1991, “Firm Resources and Sustainable Competitive Advantage”, Journal of Management , 17, 99-120
Bell D. E. and Schleifer A., 1997, 風險管理，蔣永芳譯，台北：弘智文化。
Chandler, 1962, “Strategy and Structure”, Cambridge: Harvard University Press.
Charles W. Hofer & D. Schendel, 1978, “Strategy Formulation : Analytical Concepts”, St. Paul, Minn：West.
Chi, T., 1994, “Trading in Strategic Resources: Necessary Conditions”, Transaction Cost Problems, and Choice of Exchange Structure, Strategic Management Journal, 15, 271-290.
Derek F. Abell, 1980, “Defining the Business : The Starting Point of Strategic Planning “, Englewood Cliffs, NJ：Prentice Hall.
Dierickx, I., & Hill, C. W. L., 1989, “Asset Stock Accumulation and Sustainability of Competitive Advantage”, Management Science, 35, 1504-1511.
Drucker, P. F., 1954, “The practice of management”, NY: Harper and Row.
Grant, 1991, “The Resource-Based Theory of Competitive Advantage：Implications for Strategy Formulation”, California Management Review, Spring, 114-135.
Hill, W. L. and G. R. Jones, 1992, “Strategic Management : An Integrated Approach”, Boston, MA : Houghton Mifflin.
Hills, M., 1995, “Intranet as Groupware”, Press: John Wiley & Sons, Inc. Canada.
Jauch, L. R., & Glueck, W. F., 1989, “Strategy management and business policy (3rd ed.)”, New York: McGraw-Hill Book Company.
Klinke A.& Renn O., 2001, “Precautionary principle and. discursive strategies: Classifying and managing risks”, Journal of Risk Research, 4(2), 159-173.
Lee, Jungwon & Lee,J., 1994, “Competitive Structure and Strategic Types in the Korean Software Industry”, Technovation, 14, pp.295-309.
M. E. Porter, 1987, “From Competitive Advantage to corporate Strategy”, Harvard Business Review (May-June), 43-59.
Michael E, Porter, 1985, “Competitive Advantage”, Free Press, New York
Miles, R. E. & Snow, C. C., 1978, “Organization strategy structure and press”, New York: McGraw-Hill.
Mintzberg, H., 1987, “Crafting Strategy”, Harvard Business Review, 65(4): 66-75.
Peteraf , Margaret A., 1993, “The Cornerstones of Competitive Advantage: A Resources-Based View”, Strategic Management Journal , 14 ( March) ,179-91.
Porter, M. E., 1980, “Competitive strategy”, New York: Free Press.
Robert K. Yin, 1994, “Case Study research - design and methods”, London: Sage Publications. S.
Schuler, R. S., & Jackson, S., 1987, “Linking competitve strategies with human resource management pratice”, The Academy of Management Review, 1(3), 207-219.
Segve, E., 1989, “Conceptual maps of the leading MBA programs in the United States: Core courses, concentration areas, and the ranking of the school”, Strategic Management Journal, 20(2), 594-565.
Smith, S., Walsh, J.E.,1980, “Strategy in Business”, New York: John Wiley & Sons.
Vaughan E. J., 1997, “Risk Management”, NY: John Wiley.
Walker, O.C. Jr. and Ruekert, R.W., 1987, “Marketing’s Role in the Implementation of Business Strategies: A Critical Review and Conceptual Framework”, Journal of Marketing, Vol. 51, pp.15-33.
Wernerfelt, B., 1984, “A resource view of the firm”, Strategic Management Journal, 5(2), 171-180.
William F. Glueck, 1976, “Business Policy: Strategy Formation and Management Action”, 2nd ed., N.Y.: McGraw-Hill Book Co.
Williams, Smith, Young, 1998, “Risk Management and Insurance”, McGraw-Hill, NewYork.