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題名：認知複雜度對績效的影響: 以台灣半導體產業的認知策略群組為例之實證研究
作者：鄭淑玲
作者(外文)：Shu-ling Cheng
校院名稱：國立成功大學
系所名稱：企業管理學系碩博士班
指導教授：張海青
學位類別：博士
出版日期：2009
主題關鍵詞：認知策略群組；半導體產業；認知複雜度；電腦輔助內容分析；主題；cognitive strategic group；semiconductor industry；cognitive complexity；themes；content analysis
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認知策略群組的研究在策略管理的領域中已受到相當的重視。認知策略群組以經理人的認知為分群的變數，能夠真實反映經理人對於競爭環境與競爭對手的看法。由於認知群組差異會影響績效，探討認知群組的特徵差異，有助於了解廠商如何創造可持久的競爭優勢，是十分重要的研究主題。因此，本研究進行認知策略群組的認知複雜度對績效影響之實證研究，以台灣半導體產業為例。首先，蒐集各上市公司｢致股東的一封信｣，再利用電腦輔助內容分析方法及因素分析，分析這些信中經理人認知的主題，並經由信度與效度的檢查，將具顯著信度與效度的主題(構面)作為衡量經理人認知的變數。然後，依據這些主題，利用分群的方法，找出認知策略群組，同時了解各認知策略群組的特徵差異，並確認這些認知策略群組存在顯著的績效差異。最後，本文探討認知策略群組的認知複雜度及重視構面傾向內在或外在環境因素的差異對績效的影響。
本研究發現三個具顯著信度與效度的主題，分別為生產、顧客及產品，並辨識出五群認知策略群組，包括三群認知複雜的認知策略群組、一群認知簡單的認知策略群組及一群沒有重視任何主題的認知策略群組。本研究結果顯示，認知複雜度較高的認知策略群組，相較於認知簡單或是沒有重視任何主題的認知策略群組，其績效較好。此外，相同認知複雜度的認知策略群組，重視構面屬於外在環境的認知策略群組，如同時重視顧客與產品兩個主題的認知策略群組，會有較高的績效。本文的研究發現有助於了解，在高度競爭的產業，如半導體產業，認知複雜的廠商可充分掌握產業的競爭全貌，可以達到最好的績效。
Cognitive strategic group research has received considerable attention in the field of strategic management. Cognitive strategic groups are formed by using the variables underlying managerial mental models that can truly reflect the managerial perceptions of competitive environment and competitors. Therefore, it is a very important topic to understand how firms sustain their competitive advantages through analyzing the different characteristics of cognitive strategic groups since different cognitive strategic groups experience different levels of performance. The research investigates the performance implications of cognitive complexity of cognitive strategic groups in Taiwan semiconductor industry. First, a letter to shareholder of each publicly traded company is collected as the data source. Second, through the computer-aided content analysis and factor analysis, themes underlying managerial perceptions are identified. Then, the reliability and validity tests are conducted. Themes with statistical reliability and validity are retained and used as the variables to cluster firms. The characteristics of each cognitive strategic groups are also identified. Moreover, the performance differences exist among the cognitive strategic groups. Finally, the study investigates the performance implications of cognitive complexity and external/internal related factors held by managers.
The study specifies three statistically reliable and accurate themes (operation, customer, and product) and identifies five types of cognitive strategic groups with different degrees of cognitive complexity on perceived strategic dimensions. The results indicate that the cognitively complex groups outperform the cognitively simple or non-focus group. More specifically, cognitively complex groups with dual orientations toward customers and products sustain competitive advantages over time. The findings enhance understanding that in a highly competitive industry such as the semiconductor industry, cognitively complex firms can encompass an elaborate picture of the competition to respond to environmental changes appropriately. Therefore, they can experience superior performance.
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