本研究旨在探究高階經營團隊成員之教育背景與職務背景之多元特性，以及高階經營團隊對人力資源價值之觀感對於企業所採用之企業策略與策略人力資源管理系統的關係為何，並進一步檢測高階經營團隊之行為凝合程度是否對上述關係產生干擾作用。
本研究透過問卷發放與次級資料的收集,共取得國內122家上市櫃公司的資訊進行實證分析。研究結果發現企業策略(差異化策略)與策略人力資源管理系統有正向的關係。高階經營團隊成員之教育背景與職務背景之多元特性對高階經營團隊對人力資源價值之觀感以及差異化策略皆有顯著的正向關係存在。而高階經營團隊對人力資源價值之觀感對企業採用差異化策略及策略人力資源管理系統亦存在正向的關係。此外，高階經營團隊之行為凝合程度對於高階經營團隊對人力資源價值之觀感-策略人力資源管理系統之關係產生干擾作用。本研究在多方面印證過去高階經營團隊研究領域與策略人力資管理研究領域的論述，研究相關之理論與實務意含亦在本論文中討論。

ABSTRACT
Drawing on the upper-echelons (UE) theory and strategic human resources management (SHRM) framework, this study aims to study the effects of top management team (TMT) characteristics on business strategy, strategic HR system relationship, and TMT behavioral integration as a moderating variable among the relationships. This research used both a survey and company data of 122 publicly listed firms in Taiwan to tested an integrated theoretical model relating to TMT characteristics (i.e., TMT demographic heterogeneity and TMT perception towards HR value), business strategies (i.e., differentiation strategy), strategic HR system (i.e., high performance work system –HPWS) and TMT behavioral integration.
The findings of this study included: (1) the direct positive relationship between the differentiation strategy and HPWS; (2) the significant relationship between the TMT demographic heterogeneity (i.e. TMT functionality heterogeneity and TMT educational background heterogeneity) and TMT perception towards HR value, and differentiation strategy; (3) the significant relationships between TMT perception towards HR value and differentiation strategy as well as its relationship with HPWS; and (4) a full moderation effect of TMT behavioral integration in the relationship between TMT perception towards HR value and HPWS. This study demonstrates significant associations between TMT, business strategy and HPWS. Reported results support some of the previously established relationships. Implications for future research are discussed.

CONTENTS
CHAPTER
I. INTRODUCTION 1
II. THEORY AND HYPOTHESIS
2.1 Business Strategy and Strategic Human Resource Management Practices 6
2.2 The Upper-Echelons Theory 19
2.3 Effects of Top-Management-Team Heterogeneity 30
2.4 Moderating Role of Team Behavioral Integration 37
III. METHODOLOGY
3.1 Research Framework 47
3.2 Sample 49
3.3 Measures 54
3.4 Data Analysis 60
IV. RESULTS AND DISCUSSION
4.1 Scale Validation 62
4.2 Descriptive Statistics and Correlations 69
4.3 Regression Analyses 72
4.4. Moderated Hierarchical Regression Analyses 76
4.5 Summary and Discussion of the Empirical Findings 88
V. CONCLUSION
5.1 Contributions 93
5.2 Future Directions 96
5.3 Limitations 97
5.4 Managerial Implication 99
REFERENCES 101
APPENDIX
Appendix 1 Questionnaire Administrated to HR Manager 112
Appendix 2 Questionnaire Administrated to CEO 115
Appendix 3 Questionnaire Administrated to HR Manager (Chinese Version) 人力資源管理政策與實務問卷 117
Appendix 4 Questionnaire Administrated to CEO (Chinese Version) 高階經理人經營團隊與企業策略問卷 119

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