本研究整合競爭動態理論、高階團隊觀點、權力觀點與策略性人力資源管理觀點，探討高階經營團隊社會凝合對廠商競爭行為的影響，以及最高領導者權力支配性與高階人力資源管理系統對高階經營團隊社會凝合的影響。同時，本研究也檢視高階人力資源管理系統與組織績效關係間的中介機制。研究採用調查法蒐集大樣本的廠商資訊，分析單位為廠商層次，並使用結構方程式進行統計分析。研究結果支持本研究所提出的大多數假說。當CEO權力支配性愈高時，愈不利於高階經營團隊社會凝合；然而，公司可以強化團隊導向的高階人力資源管理系統，藉以促進高階經營團隊的社會凝合。另一方面，高階經營團隊社會凝合對積極性的競爭行為確實具有顯著效益；競爭行動速度則有利於組織績效。最後，高階經營團隊社會凝合與積極性競爭行為部分中介高階人力資源管理系統與組織績效的關係。

以往的高階經營團隊研究很少直接使用程序變數來表彰團隊內的互動特質，也很少探討最高領導者權力因素在高階經營團隊運作中的角色，本研究填補了這個缺口。另一方面，策略性人力資源管理學者一直主張人力資源管理系統可以成為組織競爭優勢的來源，然而以往研究卻很少重視組織的競爭行為，也很少聚焦於組織的高階決策者；本研究探討人力資源管理與這些因素的關聯性，將強化人力資源管理作為競爭優勢來源的理論基礎，並有助於人力資源管理價值的提昇。針對研究發現的理論、實務與方法意涵，以及研究限制與未來研究方向，本研究均有深入的討論。

This study employs competitive dynamics theory, upper echelon perspective, power perspective, and strategic human resource management perspective to examine how executives matter with organizational outcomes. It argues that CEO dominance and executive human resource management system will affect top management team social integration, and the latter will promote aggressive competitive behavior. It also explores the performance implications of aggressive competitive behavior. Finally, it endeavors in opening the black box between executive human resource management system and firm performance. Anonymous questionnaires were distributed to firm executives, and the unit of analysis is firm level. Analyses with structural equation modeling confirmed most of our hypothesized relationships. CEO dominance is found to be negatively associated, but teamwork-oriented executive human resource management system is found to be positively related, with top management social integration. Top management team social integration will facilitate aggressive competitive behavior, and action speed matters with firm performance significantly. Finally, top management social integration and aggressive competitive behavior partially mediate the relationship of executive human resource management system and firm performance.

Although strategic leadership research is prevalent, only few studies investigated the psychometric characteristics of top management team, even fewer paid attention to the impact of CEO power dominance on top management team’s interaction. At the same time, strategic human resource management studies also put very few efforts on the topics of competitive behavior and top managers, although these issues should be critical sources of an organization’s competitive advantage. This study is initiated to fill in these research gaps. Implications and limitations are discussed.

第一章 緒論 --------------------------------------------1
第一節 研究動機 ----------------------------------------1
第二節 研究目的 ----------------------------------------4
第二章 文獻探討-----------------------------------------6
第一節 競爭行為與組織績效-------------------------------6
第二節 高階經營團隊社會凝合與競爭行為-------------------17
第三節 CEO權力支配性與高階經營團隊社會凝合--------------34
第四節 高階人力資源管理系統與高階經營團隊社會凝合-------39
第三章 研究方法 ----------------------------------------49
第一節 研究架構 ----------------------------------------49
第二節 研究樣本 ----------------------------------------50
第三節 研究假說 ----------------------------------------53
第四節 變數操作性定義與測量工具-------------------------54
第五節 統計分析方法------------------------------------67
第四章 研究發現 ----------------------------------------71
第一節 資料加總正當性之評估 ----------------------------71
第二節 測量模式 ----------------------------------------72
第三節 相關分析 ----------------------------------------75
第四節 結構模式-----------------------------------------78
第五章 討論與結論 --------------------------------------86
第一節 結果討論 ----------------------------------------86
第二節 研究意涵-----------------------------------------89
第三節 研究限制與未來研究方向---------------------------93
參考文獻 ------------------------------------------------96
附錄一問卷內容------------------------------------------118
附錄二 企業訪談稿整理-----------------------------------123

Example:
Hambrick, D. C. 1994. Top management groups: A conceptual integration and reconsideration of the "team" label. In B. M. Staw, & L. L. Cummings (eds.), Research in Organizational Behavior, 16:171-213. Greenwich, CT: JAI Press.
Hambrick, D. C. 1998. Corporate coherence and the top management team. In D. C. Hambrick, D. A. Nadler, & M. L. Tushman (eds.), Navigating change: How CEOs, top teams, and boards steer transformation, pp. 123-140. MA: Harvard Business School Press.
Hambrick, D. C., Cho, T. S., & Chen, M. J. 1996. The influence of top management team heterogeneity on firms’ competitive moves. Administrative Science Quarterly, 41(4):659-684.
Hambrick, D. C., Gelekanycz, M. A., & Fredrickson, J. W. 1993. Top executive commitment to the status quo: some tests of its determinants. Strategic Management Journal, 14(6): 401-418.
Hambrick, D.C. 1995. Fragmentation and the other problems CEOs have with their top management teams. California Management Review, 37(3): 110-127.
Hambrick, D.C., & D’Aveni, R.A. 1992. Top team deterioration as part of the downward spiral of large corporate bankruptcies. Management Science, 38(10): 1445-1466.