過去的研究對於策略特殊性對企業的影響存在不同意見，多數僅聚焦於策略 特殊性對公司績效的影響。本研究試圖將策略特殊性的討論延伸至家族企業，探 討其獨特的經營特質如何影響策略選擇。家族企業與非家族企業最大的不同在於 其著眼於長期價值的維繫。因此，本研究基於社會情感財富理論，旨在探討家族 企業在重視長期價值的維持時，是否更傾向於採取特殊策略，抑或是與產業保持 一致。本研究提出兩個主要假說。首先，相較於非家族企業，家族企業更可能採 取具有特殊性的策略。其次，當家族企業發生繼承時，若由家族成員接班，其策 略特殊性的持續性會比非家族成員接班時更高。本研究使用 TEJ 資料庫，選取 1996 年至 2022 年間台灣非金融上市公司的樣本，實證結果顯示，家族企業在策 略特殊性上具有顯著的正向關係;同時，家族成員接班的狀況對策略特殊性的持 續性也有顯著的正向影響。此外，橫斷面分析發現，相較於公司競爭力高的家族 企業，公司競爭力低的家族企業更傾向於選擇特殊策略;在產業環境競爭低的情 況下，策略特殊性的持續效果比在高競爭環境中更顯著，支持了本研究的預期。 穩健性測試結果顯示，無論是使用產業分類代碼為六碼或四碼，假說一和假說二 的迴歸結果均一致，迴歸結果具備一致性和可靠性。最後，額外分析發現，家族 企業在實施特殊策略時，對短期和長期績效均未表現出顯著影響。

Past research has focused primarily on how strategic uniqueness affects firm performance, but this study expands the discussion to family firms. It examines how unique organizational traits of family firms influence their strategic decisions, guided by socioemotional wealth theory. This research proposes two main hypotheses. First, compared to non-family firms, family firms are more likely to adopt distinctive strategies. Second, when succession in family firms involves a family member taking over, the continuity of strategic uniqueness is expected to be higher than when non- family members take over. Using data from the TEJ database, this study examines a sample of non-financial publicly listed companies in Taiwan from 1996 to 2022. Empirical results indicate a significant positive relationship between family firms and strategic uniqueness. Additionally, succession by family members positively influences the continuity of strategic uniqueness.Cross-sectional analysis reveals that, compared to highly competitive family firms, those with lower competitiveness are more inclined to choose distinctive strategies. Moreover, the sustained effect of strategic uniqueness is more significant in industries with lower competition than in highly competitive environments, aligning with the study's expectations. Robustness tests demonstrate consistent and reliable regression results, whether using six-digit or four-digit SIC codes. Finally, additional analyses find that family firms implementing distinctive strategies do not exhibit significant impacts on short-term or long-term performance.

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