臺灣博碩士論文加值系統

Strategic change is a priority for firms and thus fundamental to management and strategy. There are debates regarding whether or not firms that make strategic changes perform better than those that do not. According to the Attention-Based View (ABV) , decision-making is guided by selective attention to organizational issues and initiatives, which could lead to a strategic change at a firm. In this research, strategic attention is defined as the allocation of decisions that executives want to achieve and plan based on their executive attention. As a result, this research examines how paying strategic attention to different categories of issues can affect strategic changes and then how strategic change will influence firm performance. This study proposes that a firm’s strategic attention to external environments leads to its strategic change in external environments, and then the strategic change leads to the firm's improvement in performance. Studying two external environments: technological and regulation environments, this study finds the major premise supported. Specifically, the increase in a firm’s strategic attention to technological environments enhances the firm’s strategic change in AI patenting and then the increase in AI patents improve the firm performance. Similarly, the increase in a firm’s strategic attention to regulation environments enhances the firm’s strategic changes in the reduction of greenhouse gas emissions, and then the strategic change in greenhouse gas emissions improves the firm performance. With these findings, this study contributes in several key ways by showing that strategic attention is the antecedent of strategic change and firm performance is the consequence of strategic change.

Table of Content

Cover Page i
Master Thesis Advisor Recommendation ii
Qualification Form by Master's Degree Examination Committee iii
Abstract iv
Acknowledgement v
Table of Content vi
List of Figure viii
List of Table ix
CHAPTER I 1
1.1. Research Motivation 1
1.2. Research Background 2
1.3. Research Objective and Gaps 3
1.4. Research Question 4
CHAPTER II 5
2.1. Attention-Based View 5
2.2. Strategic Attention to Strategic Change 6
2.2.1 Strategic Attention to Environmental Regulation Change 9
2.2.2 Strategic Attention to Technological Change 10
2.3. Strategic Change and Firm Performance 12
CHAPTER III 16
3.1. Research Method 17
3.2. Data and Sample 17
3.3. Variable 17
3.3.1. Measurement 17
3.3.2. Dependent Variable. 19
3.3.3. Control Variables 19
3.4. Analysis 21
3.5. Empirical Model 21
CHAPTER IV 23
4.1. Descriptive Statistics 23
4.2. Results 25
4.2.1. Strategic Attention to Environmental Regulation Change. 28
4.2.2. Strategic Attention to Technological Change 29
4.2.3. Strategic Change in Environmental Regulation Change to Performance 31
4.2.4. Strategic Change in Technological Change to Performance 31
4.2.5. Strategic Change as a Mediator 32
4.3. Mediation Analysis 34
CHAPTER V 38
5.1. Discussions 38
5.2. Conclusions 41
5.3. Limitation and Future Research 42
REFERENCE 44
APPENDIX A - Keyword for Strategic Attention Measurement 50
APPENDIX B - Patent Related to AI Technology 51

Ansoff, H. I. (1980). Strategic issue management. Strategic Management Journal, 1(2), 131-148.
Archibugi, D. (1992). Patenting as an indicator of technological innovation: a review. Science and Public Policy, 19(6), 357-368.
Carroll, L. S. L. (2017). A comprehensive definition of technology from an ethological perspective. Social Sciences, 6(4), 126.
De Klein, C. A. M., Pinares-Patino, C., & Waghorn, G. C. (2008). Environmental Impacts of Pasture-based Farming. Cabi.
Doran, J. & Ryan, G. (2012), Regulation and firm perception, eco‐innovation and firm performance. European Journal of Innovation Management, 15(4), 421-441.
Eklund, J. C., & Mannor, M. J. (2021). Keep your eye on the ball or on the field? Exploring the performance implications of executive strategic attention. Academy of Management Journal, 64(6), 1685-1713.
Fieldman, E. R. (2014). Legacy divestitures: Motives and implications. Organization Science, 25(3), 815-832.
Gavetti, G., & Rivkin, J. W. (2007). On the origin of strategy: Action and cognition over time. Organization Science, 18(3), 420-439.
Gilchrist, A. (2016). Introducing Industry 4.0. The Industrial Internet of Things. Apress, Berkeley, CA
Gillingham, K., & Stock, J. H. (2018). The cost of reducing greenhouse gas emissions. Journal of Economic Perspectives, 32(4), 53-72.
Global Reporting Initiative. (2022). Consolidated Set of the GRI Standards. GRI: Boston.
Guo, L., & Xu, L. (2021). The effects of digital transformation on firm performance: evidence from China’s manufacturing sector. Sustainability, 13(22), 12844.
Hambrick, D. C., & Schecter, S. M. (1983). Turnaround strategies for mature industrial-product business units. Academy of Management Journal, 26(2), 231-248.
Haveman, H. A. (1992). Between a Rock and a Hard Place: Organizational Change and Performance Under Conditions of Fundamental Environmental Transformation. Administrative Science Quarterly, 37(1), 48–75.
Helfat, C. E., & Peteraf, M. A. (2015). Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strategic Management Journal, 36(6), 831-850.
Jauch, L. R., Osborn, R. N., & Glueck, W. F. (1980). Short term financial success in large business organizations: The environment‐strategy connection. Strategic Management Journal, 1(1), 49-63.
Johnson, G. (1992). Managing strategic change—strategy, culture and action. Long Range Planning, 25(1), 28-36.
Joy, A., Zhu, Y., Peña, C., & Brouard, M. (2022). Digital future of luxury brands: Metaverse, digital fashion, and non‐fungible tokens. Strategic Change, 31(3), 337-343.
Kaplan, D. S., Piedra, E., & Seira, E. (2011). Entry regulation and business start-ups: Evidence from Mexico. Journal of Public Economics, 95(11-12), 1501-1515.
Kaplan, S. (2011). Research in cognition and strategy: Reflections on two decades of progress and a look to the future. Journal of Management Studies, 48(3), 665-695.
Kaplan, S., Murray, F., & Henderson, R. (2003). Discontinuities and senior management: Assessing the role of recognition in pharmaceutical firm response to biotechnology. Industrial and Corporate Change, 12(2), 203-233.
Kelly, D., & Amburgey, T. L. (1991). Organizational inertia and momentum: A dynamic model of strategic change. Academy of Management Journal, 34(3), 591-612.
Kolk, A. (2003). Trends in sustainability reporting by the Fortune Global 250. Business Strategy and the Environment, 12(5), 279-291.
Kolk, A., Walhain, S., & Van de Wateringen, S. (2001). Environmental reporting by the Fortune Global 250: exploring the influence of nationality and sector. Business Strategy and the Environment, 10(1), 15-28.
Kraatz, M. S., & Zajac, E. J. (2001). How organizational resources affect strategic change and performance in turbulent environments: Theory and evidence. Organization Science, 12(5), 632-657.
Krut, R., & Moretz, A. (2000). The state of global environmental reporting: lessons from the Global 100. Corporate Environmental Strategy, 7(1), 85-91.
Kunisch, S., Bartunek, J. M., Mueller, J., & Huy, Q. N. (2017). Time in strategic change research. Academy of Management Annals, 11(2), 1005-1064.
Lee, C.W., 2022. Application of Metaverse Service to Healthcare Industry: A Strategic Perspective. International Journal of Environmental Research and Public Health, 19(20), 13038.
Line, M., Hawley, H., & Krut, R. (2002). The development of global environmental and social reporting. Corporate Environmental Strategy, 9(1), 69-78.
Lovas, B. & Ghoshal, S. (2000). Strategy as guided evolution. Strategic Management Journal, 21(9), 875-896.
McCutchen Jr, W. W. (1993). Strategy changes as a response to alterations in tax policy. Journal of Management, 19(3), 575-593.
McKenny, A. F., Short, J. C., & Payne, G. T. (2013). Using computer-aided text analysis to elevate constructs: An illustration using psychological capital. Organizational Research Methods, 16(1), 152-184.
McKinsey (2017). Artificial Intelligence the Next Digital Frontier?. Mckinsey Global Institute
Ménière, Y., Rudyk, I., & Valdes, J. (2017). Patents and the Fourth Industrial Revolution: The inventions behind digital transformation. European Patent Office.
Microsoft (2021). Environmental Sustainability Report 2020. Microsoft
Ocasio, W. (1997). Towards an attention‐based view of the firm. Strategic Management Journal, 18(S1), 187-206.
Ocasio, W. (2011). Attention to attention. Organization Science, 22(5), 1286-1296.
Ocasio, W., & Joseph, J. (2005). An Attention-Based Theory of Strategy Formulation: Linking Micro- and Macroperspectives in Strategy Processes. Strategy Process, 22, 39–61.
Ocasio, W., & Joseph, J. (2018). The attention-based view of great strategies. Strategy Science, 3(1), 289-294.
Rajagopalan, N., & Spreitzer, G. M. (1997). Toward a theory of strategic change: A multi-lens perspective and integrative framework. Academy of Management Review, 22(1), 48-79.
Rhee, L., Ocasio, W., & Kim, T. H. (2019). Performance feedback in hierarchical business groups: The cross-level effects of cognitive accessibility on R&D search behavior. Organization Science, 30(1), 51-69.
Rojko, A. (2017). Industry 4.0 concept: Background and overview. International Journal of Interactive Mobile Technologies, 11(5), 77–90.
Serafeim, G., & Velez Caicedo, G. (2022). Machine Learning Models for Prediction of Scope 3 Carbon Emissions. 80(22), Harvard Business School Accounting & Management Unit Working Paper.
Shepherd, D. A., Mcmullen, J. S., & Ocasio, W. (2017). Is that an opportunity? An attention model of top managers' opportunity beliefs for strategic action. Strategic Management Journal, 38(3), 626-644.
Short, J. C., Broberg, J. C., Cogliser, C. C., & Brigham, K. H. (2010). Construct validation using computer-aided text analysis (CATA) an illustration using entrepreneurial orientation. Organizational Research Methods, 13(2), 320-347.
Simon, H. (1994). Literary criticism: a cognitive approach. Stanford Humanities Review, 4(1), 4-1.
Singh, J. V., House, R. J., & Tucker, D. J. (1986). Organizational change and organizational mortality. Administrative Science Quarterly, 31(4), 587-611.
Smith, K. G., & Grimm, C. M. (1987). Environmental variation, strategic change and firm performance: A study of railroad deregulation. Strategic Management Journal, 8(4), 363-376.
Tiwari, S., Wee, H. M., Zhou, Y., & Tjoeng, L. (2021). Freight consolidation and containerization strategy under business as usual scenario & carbon tax regulation. Journal of Cleaner Production, 279, 123270.
Tripsas, M., & Gavetti, G. (2000). Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management Journal, 21(10-11), 1147-1147.
Ustundag, A., & Cevikcan, E. (2017). Industry 4.0: managing the digital transformation. Springer.
Xu, L. D., Xu, E. L., & Li, L. (2018). Industry 4.0: state of the art and future trends. International Journal of Production Research, 56(8), 2941-2962.
Zajac, E. J., & Kraatz, M. S. (1993). A diametric forces model of strategic change: Assessing the antecedents and consequences of restructuring in the higher education industry. Strategic Management Journal, 14(S1), 83-102.
Zajac, E. J., & Shortell, S. M. (1989). Changing generic strategies: Likelihood, direction, and performance implications. Strategic Management Journal, 10(5), 413-430.