台灣半導體產業位處於處在競爭激烈、環境變動劇烈的時代，廠商要如何以自身優勢來保持領先地位，以及是否能即時的因應環境的變化改變，是相當重要的。欲了解廠商長期的策略調整與走向，必須透過跨時期與多廠商的分析比較，才能了解真正的策略軌跡。本研究在研究期間1994-2012年內，成功區分出15期策略穩定時期(SSTPs)，研究發現台灣半導體產業於各個策略穩定時期(SSTPs)皆存在策略群組，共區分五群策略群組。此外，依據各組移動障礙高低進行廠商路徑展開，共為六種路徑。判斷出廠商策略群組與路徑後，進行績效分析。廠商策略群組與廠商路徑在不同的績效變數下會存在不同的影響效果。而組織寬裕在策略群組與廠商路徑對績效變數存在不同干擾效果。最後，探討金融海嘯時期廠商策略群組與廠商路徑對績效變數間影響效果發現，策略群組在金融海嘯時期對績效有部份顯著影響，而廠商路徑則無顯著影響。 The semiconductor industry in Taiwan is in a highly competitive situation. In the dramatically changing era, it is very important to keep the leading position and its own advantages to adapt to the environment. To understand long-term strategic change and direction adjustment, multiple-time and multiple-firm comparison must be conducted to capture the changing trajectory.This work tried to discriminate 15 stable strategic time periods (SSTPs) from 1994 to 2012. And there are 5 strategic groups across 15 SSTPs. In addition, six kinds of path are found according to the level of mobility barriers of each group.The determination of the firm strategic group and path is followed by performance analysis. Each firm strategy group would show different performance under different variables. Besides, organizational slack and firm path exert moderation effects. Finally, the impact of strategic group on firm performance during the financial tsunami reaches partial significance, however, that of firm path does not.
