Porter於1980年代觀察當時企業後提出一般化策略（generic strategy），認為企業應將可用資源投注於單一策略的執行，以追求最大效益以避免產生卡在中間的窘境。但隨著時間與科技的變化，後進學者們對於Porter所提出之策略型態應追求單一化之主張產生諸多論戰，惟過去研究之研究樣本大多無法跳脫於單一國家或產業的限制。本研究試圖於一景氣低靡時代下，打破過去研究之限制以涵蓋全球30個國家、27個產業，共包含700家企業為研究對象。
　　進一步在考慮企業內、外部因素下，以權變的角度來了解企業策略模式對於營運績效的影響，因此，本研究之重點包含以下五點：
一、 探討企業策略實施是否必須單一化。
二、 探討權變因素對企業策略選擇之影響。
三、 不同策略組合對於績效之影響。
四、 區域、國家、產業對於策略行為之影響。
五、 透過各研究變數關聯性的了解，提出對於企業策略選定的建議。
　　歸納研究結果顯示，企業處於一不景氣狀態時，企業擁有高度資源運用效率（低成本領導）及長期研發承諾與企業營運績效之間存在正相關。反之，在短期內透過追求技術差異化，即使處於一個技術機會環境下並無助於企業營運績效。而策略型態部分，在一不景氣時代下，企業採取高度技術差異化之營運績效表現最差，而混合（hybrid）策略、低成本策略、及無明顯策略意圖者，營運績效較為優異。

　　The study examined the use of Porter’s (1980) generic strategies of overall cost leadership and differentiation in their pure and hybrid forms, and their effect on performance in a global recession period.
　　In generic strategy, Porter thought firm should pursue either cost leadership or differentiation, and avoid being stuck in the middle. It has raised considerable debate in the extant literatures. Some researchers think today’s managerial skills and technologies are more advanced than twenty years ago.
　　Under these arguments, this study tries to collect data that covers the world’s 700 companies across 27 industries and 30 countries to understand the changes. The data allows this study to examine the issue that if firms are able to pursue technological differentiation with the consideration of the efficiency of resource use in the meantime (hybrid strategy).
　　The result of this study, in a recession period, is that the companies which pursue technological differentiation strategy have worse operating performances than other strategical types, even they pursue technological differentiation under rich technological opportunities.

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