本研究以高層梯隊理論、關係自我理論與信號理論為基礎，探討CEO姓名特殊性如何影響企業併購後績效。本文認為，姓名特殊性可能形塑CEO之自我概念與策略傾向，並使市場將其解讀為創新、自信，或自我中心與高風險決策之訊號。本文以1992年至2024年美國公開發行公司併購事件為樣本，納入交易特性與公司特徵等控制變數，並以產業相關性與公司治理作為調節變數，檢驗資訊環境差異是否影響CEO姓名特殊性與併購績效之關係。本文期望從可觀察社會標籤之角度，補充高層梯隊理論之實證研究，並為投資人解讀高度不確定之併購決策提供新的觀察視角。

Based on Upper Echelons Theory, Relational Self Theory, and Signaling Theory, this study examines how CEO name uncommonness affects post-M&A performance. This study argues that name uncommonness may shape a CEO’s self-concept and strategic orientation, and that the market may interpret it as a signal of innovation and confidence, or as a signal of self-centeredness and high-risk decision-making. Using M&A events of U.S. publicly listed firms from 1992 to 2024, this study includes transaction characteristics and firm characteristics as control variables. It further uses industry relatedness and corporate governance as moderating variables to examine whether differences in the information environment affect the relationship between CEO name uncommonness and M&A performance. This study aims to extend empirical research on Upper Echelons Theory from the perspective of observable social labels and to provide investors with a new perspective for interpreting highly uncertain M&A decisions.

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