自1997年亞洲金融風暴及2001年美國恩龍案爆發後，公司治理議題即成為全球注目焦點，而台灣企業在面臨全球化競爭下，亦必須藉由改善本身的治理系統，提昇其於國際市場上的競爭力；而董事會為健全公司治理系統中角色最為重要者，除了必須代表股東監督經理人員外，董事會成員亦必須積極地幫助經營階層做出正確的決策。
　　台灣一向在科技與技術創新上的表現上名列前茅，製造業的實力更為全世界所肯定，過去學術上探討董事會相關變數對創新績效之影響皆著重在董事會組成（如外部董事之人數比例與持股比例、董事長與總經理（執行長）是否兼任）、董事會規模及董事會成員持股比例等外顯性特徵上，而缺乏針對其他較為內隱之董事會特質探討者。
　　本研究主要即以問卷訪談方式調查並探討對台灣上市、上櫃、興櫃之製造業之董事會特性、競爭策略導向及產業環境變動程度等內外部因素，對產品、製程及組織等三種創新績效的影響；並主要以因素分析、階層迴歸模型及變異數分析等方法觀察董事會特性對各項創新績效之直接影響效果即在搭配策略面與環境面變數之下的交互作用效果。
　　研究結果發現在主變數效果上，董事會專業能力、董事會之報酬激勵效果及董事會運作彈性對創新績效有直接影響，而董事會與經營階層之權力均衡在適當的策略搭配之下亦有助於創新績效且產品創新是最需受到董事會資源之挹注的。
　　在交互作用方面，差異化策略傾向扮演強化之之調和角色而成本領導策略則叫傾向於扮演弱化角色，而技術環境的變動則在產業環境面的調和效果上表現較強，而下游變動環境則在董事會報酬之激勵效果對製程創新績效的逆向調和作用較為顯著。

　　Due to its importance in the corporate governance system, board composition and other characteristics are effective not only in monitoring the management on behalf of all shareholders but also in guiding the company into the right direction.
　　As the linkage between corporate governance and firm performance has been widely examined, how the board characteristics affect a firm’s strategic behavior such as innovation has been rarely explored. Based on a survey on 206 publicly listed companies across high-tech and tradition industries, this study is aimed to address the association between some implicit dimensions of board members and a firm’s innovation performance with consideration of moderating roles played by strategy types and environment uncertainty in this relationship.
　　The results show that the universal effect of professional capability, incentive rewards and flexibility of board on innovation is significant. The power balance between owners and the management in the board is also positively associated with innovation performance under the moderation of certain strategy types.
Due to its feature of resources collectiveness and requirement for organizational commitment, a firm’s pursuit of differentiation could play a moderating role in enhancing the relationship between board characteristics and innovation. On the contrary, the strategy of cost leadership and volatility of downstream environment are found to weaken or turn around this relationship。

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